Icg HRM PDF

Department of Labor and Employment
cor. Muralla & Gen. Luna Sts.

Intramuros, 1002 Manila
Copyright ©2012 Department of Labor and Employment
This publication was developed by the Bureau of Local Employment in

collaboration with the Banilad Center for Professional Development.
This is intended for general use and circulation. Appropriate citation is
required for use of any information contained in this handbook.
Messages
Message
Job-and-skills or talent mismatch, has been
one of the primary challenges that even the
most developed economies have yet to
adequately address due to constantly
changing demands of the global and local
labor markets. This condition creates the
necessity of strengthening existing
mechanisms for labor market signaling
activities to provide us a broader
understanding of the present and future
labor market demands, and to subsequently
provide all stakeholders, especially the working population, with the
right information that will hopefully resolve observed mismatches.
The provision of Labor Market Information (LMI), through labor

market signaling activities, is one of the cornerstones of an efficient and
active employment service. LMI focuses strongly on the direct and
immediate use of labor market data, particularly on manpower supply
and demand.
The 2006 National Manpower Summit, 2007 National Human

Resource Conference, and the ten-month nationwide research study,
Project Jobsfit: The DOLE 2020 Vision, were some of the initiatives
of the Department of Labor and Employment (DOLE) geared towards
providing reliable and timely LMI to all concerned sectors, such as the
industries, academe, policymakers, and those actively searching for
employment opportunities.
In this light, the Department developed the Industry Career Guides

(ICGs). The set of ICGs is a direct outcome of Project JobsFit (PJF)
that updates the results of the study on the eleven (11) key and four (4)
emerging industries identified as Key Employment Generators, or
Industry Career Guide: Hotel, Restaurant and Tourism | i
Messages
KEGs, which will drive employment growth in both local and global
industries in the coming years. Moreover, the ICGs provide an industry
perspective on career prospects and other information covering even its
sub-sectors.
Firm in disseminating the information contained in the ICGs, the

DOLE expects to explore all potential avenues to sustain general
interest and support of our tripartite partners in the utilization of this
handbook. I commend all the staff and officials of the Bureau of Local
Employment for maintaining and developing a responsive LMI system.
In preparing this handbook, it has partnered with the De La Salle
University’s Angelo King Institute, which has thoroughly researched the
major and critical information contained in the ICGs. The resources
and efforts incorporated in these materials will provide students,
jobseekers, and policymakers usable intelligence for making decisions.
As Secretary of Labor and Employment, my hope is for us to maintain

the zeal and focus that we have exhibited in this initiative. Let us all
share the goal of addressing the unemployment and underemployment
challenges toward the attainment of inclusive growth.
Mabuhay!
ROSALINDA DIMAPILIS- BALDOZ

Secretary
ii | Industry Career Guide: Hotel, Restaurant and Tourism

Foreword
Foreword
With the expanding globalization of
economic activity, we now acknowledge
the importance of Labor Market
Information (LMI) to an efficiently
functioning and balanced labor market
economy. Reliable information spells the
difference in improving matches between
labor supply and demand, and in ensuring
that the skill sets required by the
employers are met by today’s dynamic labor market. Within this
context, indeed it is a challenge to the government to create soft and
hard infrastructure to help build and maintain an optimal LMI system in
the country.
Having underscored the value of quality labor market information, the

DOLE has released the Industry Career Guides or ICGs, the next
generation of DOLE’s labor market signaling outputs. This initiative is
an update to the environmental scanning activity made in 2009-2010
called Project JobsFit: The DOLE 2020 Vision, which aims to
validate the viability of the identified Key Employment Generators
(KEGs) and emerging industries that are projected to carry the bulk of
employment for the next decade. The ICGs provide detailed
information about the skills requirements of the KEGs and include such
information as the industry’s sub-sectors, the activities involved, the
types of workers needed, and the KEGs’ prospects and outlook.
The Department is convinced on the importance of the information

contained in these publications. Thus, we urge end-users to optimize
the use of these materials that could aid in the development of
responsive policies and programs. It is our privilege to provide the
public with key information which are vital in making informed and
educated decisions that could affect their lives.
Industry Career Guide: Hotel, Restaurant and Tourism | iii
Foreword
Rest assured that the DOLE will constantly strive to provide realistic
and accurate labor market signals to address talent mismatch that has
continuously afflicted the labor market and other concerns of our
stakeholders.
DANILO P. CRUZ
Undersecretary
iv | Industry Career Guide: Hotel, Restaurant and Tourism

Table of Contents
Table of Contents
Executive Summary ........................................................................... 1
Introduction ....................................................................................... 2
Chapter 1. The Hotel and Restaurant and Tourism Industry
in the Philippines............................................................................... 4
A. Nature of the Industry ................................................................ 4
B. Occupations in the Industry ........................................................14
C. Working Conditions ..................................................................25
D. Unemployment ........................................................................28
E. Training and Advancement.........................................................34
F. Earnings ..................................................................................36
G. Outlook ..................................................................................37
Chapter 2. Views from the Students ..............................................43

A. Why take up tourism-related courses? ...........................................43
B. What are the common difficulties encountered in the course? ...........44
C. What skills will I learn? ...............................................................45
D. What is the OJT Program like? ....................................................45
Chapter 3. Views from the Industry ..............................................48

A. How do we know about job vacancies?..........................................48
B. What difficulties are encountered in hiring? ...................................48
C. What are common reasons for lack of skills? ...................................49
D. What does the industry recommend to address this insufficiency? ......49
E. Do companies outsource workers? ...............................................49
F. Are there partnerships between the industry and the academe? .........50
G. What is the OJT Program like? ....................................................50
Industry Career Guide: Hotel, Restaurant and Tourism | v

Table of Contents
H. What common problems are encountered by companies

among OJTs? ...........................................................................51
I. What are some points of improvement for trainees? ........................52
J. What programs do companies have for career advancement? ............52
K. What benefits are offered by companies to their employees? .............53
Chapter 4. Views from the Academe .............................................54

A. How is the enrollment in Hospitality Management courses? .............54
B. Is there a job-skills mismatch in the industry? .................................55
C. Do all graduates end up having careers related to their course? ..........55
D. Do schools have linkages with the industry? ...................................55
E. What is the OJT (On-the-Job-Training) Program like? ....................56
Chapter 5. Prospects in the Industry ............................................58

References ........................................................................................67
Appendices .......................................................................................68
List of Figures
Figure 1. Regional Distribution of Establishments of May 2011......................... 7
Figure 2. Organizational Structure: Limited Service Hotel...............................11
Figure 3. Organizational Structure: Full-service Hotel ....................................11
Figure 4. Employed Persons in the Hotel Industry in Proportion to
All Industries: January 2006 – April 2011 .....................................................32
Figure 5. The Hiring Process in Big Establishments .......................................34
Figure 6. Share of TDGVA to total GDP, 2000-2007......................................38
Figure 7. Comparison of Annual GDP (at current prices) with
Internal Tourism Expenditure, 2000-2007 ...................................................39
Figure 8. Comparison of Tourism Industries' Employment with Total
Employment, 2000-2008 ..........................................................................40
vi | Industry Career Guide: Hotel, Restaurant and Tourism

Table of Contents
List of Tables
Table 1. Registered Establishments in the Hotel and Restaurant Industry
as of May 2011 ......................................................................................... 6
Table 2. Average Number of Rooms and Occupancy Rates of Hotels in Metro
Manila by Hotel Category, 1998-2009 ........................................................13
Table 3. Job Description of Occupations in the Hotel, Restaurant and
Tourism Industry ....................................................................................18
Table 4. Average Weekly Hours Worked of Employed Persons at Work
by Major Industry Group, Major Occupation Group and Class of Worker,
Philippines: 2001 – 2009 ..........................................................................26
Table 5. Number of Establishments and Their Employment by Major Industry
Group and Sector, Philippines: 2007 – 2009 .................................................29
Table 6. Employed Persons in the Hotel Industry in Proportion to All Industries:
January 2006 – April 2011 .........................................................................30
Table 7. Summary Statistics on Employment: April 2009, 2010 and 2011
(In thousands except rates) .......................................................................30
Table 8. KASH Implementing Companies ...................................................36
Table 9. Summary of Regional Daily Minimum Wage Rates for Non-Agriculture
(as of July 2012) ......................................................................................37
Table 10. Total Employment in the Philippines and Employment in Tourism
Industries, 2000-2008 (in '000 persons).......................................................39
Table 11. Number of Graduates for Programs on Tourism, Tourism and Travel
Management and Hotel and Restaurant Management in Comparison to Total
Number of Graduates in All Courses ...........................................................41
Table 12. Enrollment for Programs on Tourism, Tourism and Travel Management
and Hotel and Restaurant Management in Comparison to Total Number of
Enrollment in All Courses .........................................................................41
Table 13. Number of Schools with Enrolees and Graduates for Programs on
Tourism, Tourism and Travel Management and Hotel and Restaurant
Management ..........................................................................................42
Table 14. Enrollment (2007/08) and Graduates (2006/07)
by Program by Sex ...................................................................................42
Industry Career Guide: Hotel, Restaurant and Tourism | vii
Table of Contents
Table 15. Reasons for Taking Up Tourism-related courses ..............................44

Table 16. Difficulties Encountered in Tourism Related Courses .......................45
Table 17. Global Labor Demand
(per approved Job Orders as of June 17, 2011) ..............................................61
Table 18. Selected Labor and Employment Indicators on
Tourism, Philippines: as of June 2010..........................................................62
viii | Industry Career Guide: Hotel, Restaurant and Tourism

Executive Summary
Executive Summary
This industry career guide provides a comprehensive outline of the
condition, nature and prospects of hotel, restaurant and tourism
industry in the country. In particular, it creates a picture of the nature of
the industry including the working conditions, employment
opportunities, hiring process, training prospects, and possible earnings.
This guide shall take the reader through a brief tour of the different
kinds of establishments in the Industry. Likewise, it gives a discussion of
certain employment trends so that not only university graduates but
career shifters and skilled professionals shall have an idea of the vast
opportunities for career advancement available in the market.
Moreover, this guide also contains an extensive discussion of different

views from the students, the academe and the members of the industry
as to the current situation of the industry. Based on a survey that was
conducted among said groups, results from the students indicate
common reasons for choosing the course, skills and other new learnings
obtained and certain difficulties encountered in the course of the study.
Such is aimed at giving the reader an idea of what shall transpire if they
enroll in a course on Hotel and Restaurant Management. The academe
and industries, on the other hand, expressed their views on the OJT
Program as well as its requirements and the procedures in applying for
such.
This publication is an attempt to get a glimpse not only of the industry

and its scope but of the interrelations between the industry and the
academe.
Industry Career Guide: Hotel, Restaurant and Tourism | 1

Introduction
Introduction
The burgeoning number of unemployed and underemployed people in
our country has been a continuous challenge not only to the individual
Filipino but more to the government to whom these people look for aid.
The government has had to face the seemingly endless task of ensuring,
if not altogether, providing job opportunities for this long list of people.
In many regions in the country, there has been the constant clamor for
more sustainable sources of livelihood. There has been that persistent
outcry for a way of living, a source of income that can help the ordinary
citizen get by each day. This is not to discredit, though, the insistent
demand of the industries, for more and better hands to survive their
businesses. It should also be noted that not only is there a plea for
employment on the part of the laborer, there is also the call for qualified
and capable employees to fill in the many vacancies in different
companies.
Thus, the Department of Labor and Employment (DOLE) conducted a

conference convening representatives from key players in different
industries in the country. The said conference was aimed at gathering
varying opinions as to the continuing challenge of unemployment in the
country. It was those views and insights – coupled with the glaring
realities faced by labor in our country – that propelled the “Project
JobsFit: 2020 Vision”.
This publication is one of the products of the afore-cited project. It

springs from the vision of Project JobsFit to come up with programs that
could address the problem of job-skills mismatch in various industries in
the country. The development of industry career guides is part of the
commitment of DOLE to improve labor market information
dissemination strategies.
This career guide aims to give a four-fold view of the seeming job-skills
mismatch in the Hotel, Restaurant and Tourism Industry. In particular,
2 | Industry Career Guide: Hotel, Restaurant and Tourism

Introduction
it examines the views of the students, members of the academe,

employees and key players of the industry on the said mismatch.
Surveys, interviews and focus group discussions were conducted among
schools, universities, hotels, pension houses and restaurants in the
country with the aim of getting insights from concerned parties on the
issue.
The first part of this paper will present a general description of the
industry. Second, it will discuss the survey data collected from the
respondents. Lastly, it will describe the opinions of students and
graduates of related courses in the industry which could aid those
individuals who are interested to have a career in the same field.
With the aim of helping place the employee in his rightful pedestal in the
industry, according to the skills he either possesses or has mastered
through years of schooling and experience, this career guide hopes to
shed a little light on the otherwise obstructed view of those who are
looking at taking careers in the fields of Hotel, Restaurant and Tourism.

Chapter 1: The Hotel, Restaurant and Tourism Industry
Chapter 1. The Hotel, Restaurant and

Tourism Industry in the Philippines
A. Nature of the Industry

The Hotel, Restaurant and Tourism Industries cater to a variety of
customers from different age groups and social classes.
There are different types of businesses that offer accommodation in

the country and hotels are just some of these. Restaurants, resorts,
pension houses, homestays and tourist inns also provide the same
service. Small-time businesses in the provinces cater to customers
who stay for short-term. These businesses usually have small units or
houses that are furnished or semi-furnished.
1. Restaurants
These are places where food and drinks are served to customers in
return for money. People usually come to restaurants when they
dine out with family and friends. Some restaurants offer
reservation services especially during peak season. Others offer
bigger rooms that groups of people may reserve and use for
gatherings during special occasions. Menu served differ according
to the kind and specialty of the restaurant.
2. Resorts
These are temporary places for recreation. People usually go to
these places for vacation during holidays. Resorts offer a variety of
services from entertainment, food, drinks, lodging, sports, to a
good view of the seaside. They differ from hotels in that they are
normally located near the beaches.
3. Pension houses
These establishments also offer accommodations like hotels.

They have rooms that vary in size, features and accommodation.

Unlike hotels, pension houses are normally more affordable. They
may also be smaller and simpler compared to hotels.
4. Homestays
These services are usually offered in the provinces where
commercial establishments such as hotels and resorts are less
common. These are residential units or private houses that are
unoccupied as the owners may have other places of residence.
Usually, guests get to rent the whole house and its amenities for a
certain period during their vacation in the place.
5. Inns
These are establishments that provide food, drinks and
accommodation. They are smaller and normally cater to travelers
especially in the countryside.
6. Hotels
These establishments provide accommodation for short-term
stay. Their services vary from the most luxurious to the simple but
satisfying ones. Hotels contain numbered rooms where guests get
to stay and enjoy the amenities for a certain time. Some hotel
services include: reception of guests, room and food service,
security, among others. Places such as these normally require
employees, both full-time and part-time, to cater to the needs of
the customers who come and go at different times of the day.
Usual check-in time for such establishments, especially the high-
end ones, vary from 12 noon to 2:00 PM. Check-out time is
usually also at about the same time the following day. There are
small inns and pension houses, however, that do not really set a
definite time for check-in. Guests can come in anytime so long as
they check out at the same time the following day. Hotels can be
good places to conduct conventions, seminars and speaking
engagements. They could also serve as an ideal reception areas for

social gatherings such as birthday parties, wedding receptions, and

other family gatherings.
According to the May 2011 data from the Department of

Tourism, there are about 467 registered establishments in the
Hotel and Restaurant Industry. Out of this number, there are 153
hotels, 104 restaurants, 89 resorts, 38 pension houses, 16
homestays, 10 apartelles and 54 tourist inns. Table 1 and Figure 1
show the distribution of hotels per region.
Table 1. Registered Establishments in the Hotel and Restaurant Industry

as of May 2011
NUMBER OF ESTABLISHMENTS
PENSION APAR- TOU-

LOCATION HOTEL RESTAURANT RESORT HOMESTAY TOTAL
HOUSE TELLE RIST INN
NCR 57 36 2 5 7 107
Caloocan
1 1
City
Las Piñas
1 1
City
Manila 19 6 1 2 1 29
Makati
13 14 2 1 30
City
Mandaluyong 5 5
Munitnlupa
2 1 3
City
Parañaque
1 1 1 3
City
Pasay City 8 2 1 3 14
Pasig City 5 5
Quezon City 2 3 1 6
San Juan 1 1
Taguig City 7 7
Valenzuela 2 2
CAR 10 10 4 2 1 1 28
Region I 3 3 3 1 10
Region II 3 6 6 10 25
Region III 10 6 1 17
Region IV-A 10 5 7 22
Cavite 8 3 11
Laguna 1 5 6

Batangas 1 2 2 5
Region IV-B 5 3 18 30 25 81
Marinduque 1 1
Oriental
1 8 9
Mindoro
Palawan 4 3 9 30 25 71
Region V 11 8 10 1 8 38
Region VI 1 7 12 20
Region VII 19 3 16 3 41
Bohol 3 2 5
Cebu 18 12 1 31
Negros
1 1 1 3
Oriental
Region VIII 1 1
Region IX 1 1 2
Region X 7 9 6 1 1 1 25
Region XI 10 3 2 15
Region XII 2 5 1 8
Region XIII 5 2 2 16 1 26
Total 153 104 89 38 16 10 54 467
Source: Department of Tourism (DOT)
Figure 1. Regional Distribution of Establishments as of

60
May 2011
50
40
Number of Establishments
30
20
10
Regions
Hotel Restaurant Resort Pension House Homestay Apartel Tourist Inn
Source: DOT
As a whole, the Hotel and Restaurant Industry belongs to the broad

category of the Tourism Industry. According to the Canadian
Tourism Human Resource Council, there are eight sectors in the
Tourism Industry, namely; Accommodation, Adventure Tourism
and Recreation, Attractions, Events and Conferences, Food and

Beverage, Tourism Services, Transportation and Travel Trade.
The Accommodation Sector includes hotels, resorts, pension

houses, homestays, and inns. Establishments in this sector offer
lodging services especially for travellers and those on vacation. They
also have other facilities, such as: convention rooms, cafes, fitness
centers, shops, spas and the like.
The Adventure Tourism and Recreation Sector provide recreational

experiences usually related to nature and culture appreciation
including outdoor adventure parks. Based on a report by the
Department of Tourism, different provinces all over the country
have been enhancing their tourist products. In Luzon, cultural
heritage – local dances, music and cuisine – is highlighted in Manila,
particularly in Intramuros. There is also the Pasig River Cruise also
in Metro Manila. The Zoobic Adventure has lured foreign and local
tourists to Zambales. Palawan has also been one of the most-visited
destinations to date. Different vacation tour packages are now
available in many other sites. Meanwhile, in the Visayas, Cebu has
organized its island-hopping tours to marine sanctuaries and pristine
beaches. Samar has capitalized on spelunking in its many caves while
Bohol has remained popular for its Chocolate Hills, dolphin
watching and other natural wonders. Likewise, Boracay has
continued to be known for its white beaches and good resorts. In
Mindanao, tourism has likewise been enriched with bird-watching,
trekking and camping in Mt. Apo. There is also the white-water
rafting in Cagayan and the Fantasyland in Zamboanga del Norte.
The Attractions Sector covers historical sites, museums, zoos, parks,

casinos and other cultural sites. Provinces throughout the country
have their own museums which feature cultural heritage and history
for each place.

Events and Conferences Sector includes places and establishments

where meetings, conferences, trade shows and conventions are held.
Hotels may also be covered by this sector.
The Food and Beverage Sector is where restaurants, cafes, fastfood

chains, bars, and the like belong. Cafes can even be found inside
bookstores and some offer 24-hour services to cater, in part, to
students who need a place for their study groups.
The Tourism Services Sector involves associations and groups that

provide aid and data for the effective functioning of establishments
and companies in the tourism industry.
In the Transportation Sector belong the different Air, Land and

Water Transport Systems. These include airports, marinas, cruise
lines, shipping companies and other businesses that offer various
means of public transportation.
Lastly, the Travel Trade Sector involves travel agencies and tour
operators. Regions throughout the Philippines have tour companies
that offer package tours for foreign and local visitors.
i. Industry Organization
Opportunity for career advancement may vary depending on the
type of establishment. For big hotel chains with branches across
the country and even abroad, there is more chance for
promotion as employees may move up the ladder within the
company or may be assigned to other branches. The
organizational structure of such full-service hotels may be a little
complex as it is oftentimes run by a General Manager. Under
him are the heads of the different departments, such as:
Housekeeping, Front Office, Telecommunications, Engineering,
Security, Human Resource, Food and Beverage, Marketing, and
Accounting. Each department may further be divided into
different sections with supervisors per section. The supervisor or

section head is tasked with overseeing the functions of entry-

level positions. As shown in Figure 3, the organizational
structure of a full-service hotel represents that of a big
establishment in the tourism industry.
For smaller ones, on the other hand, employees may acquire

more of experience and exposure which they may use for career
advancement. The organizational structure of such
establishments may be simpler with a manager directly
supervising a limited number of employees. Some basic
subsections in such establishments may require the following:
Audit, Front Desk, Housekeeping, Maintenance and Sales. A
sample of such a structure is shown in Figure 2.
The development of big hotel chains can clearly be seen in the

major cities in the country e.g. Metro Manila, Cebu, etc. Also,
the presence of small family-owned establishments in tourist
destinations such as Bohol and Boracay should not be missed.
Moreover, each province in the country has formed an
association composed of select hotels and restaurants that serve
to promote tourism in their place. The mother organization for
these in the whole Philippines is the HRAP (Hotel and
Restaurant Association of the Philippines). Some counterparts
of HRAP in the provinces include: COHARA (Cagayan de Oro
Hotel and Restaurant Association), HRRAC (Hotel, Resort and
Restaurant Association of Cebu), HRANO (Hotel and
Restaurant Association of Negros Occidental) and HRRAD
(Hotel Resort Restaurant Association of Dipolog) among
others.

Figure 2. Organizational Structure: Limited Service Hotel

General
Manager
House-
Audit Front Desk Maintenance Sales
keeping
Source: media.wiley.com
Figure 3. Organizational Structure: Full-service Hotel
General
Manager
Asst. Gen.
Manager
Resident
Mngr.
Dir. of Chief
Front Office Dir. Dir. Human Dir. Food &
Housekeepi Telecom. Chief Engr. Dir. Sales Controller
Mngr. Security Resources Beverage
ng Optr.
- Recruitment
Associate Asst. Front - Benefits
Telecom. Asst. Chief Asst. F/B Sales Asst.
Exec. Office Supervisors - Payroll
Optr. Engr. Dir. Mngrs. Controller
Housekeeper Mngr. - Training
- Security - Labor - Account
Officers Relations Executives
Asst. Supervisor F/B
Supervisor Energy Exec. Chef
Mngrs. Controller
Management Convention
- Sous Chef Coordina-
- HVAC tor - Purchasing
Guest Front Desk - Kitchen Agent
Room - Electric Staff
Agents - Storeroom
Attendant - Waiter
Convention Staff
Services
Supervisor Executive Mngr.
Valet Administrat General
Parking ion Cashiers
- Inventory - Steward
Dir. of - Front
- Work Orders Catering
- Purchasing Office
- Utilities Restaurant Cashiers
Mngrs. - Banquet - Restau-
- Tools
- Captains rant
- Service Cashiers
Supervisor - Time-
Preventive Staff
Maintenance keeper
Beverage
- Plumbing
Dir.
- Electric
- Carpentry
Bartenders
- HVAC
- Painting
- Masonry
- Grounds
- Television
- Upholsterey
- Pool
Source: media.wiley.com

ii. Recent Developments

According to one of the leading hospitality management
companies, trends in the hospitality industry have taken a turn.
Business travel has increased, thus leading to an increase in
prospective customers for hotels and restaurants, and the
tourism industry as a whole. The proliferation of insurance
companies, consultancies, and healthcare has also contributed to
the increase in customers as these companies book conference
rooms in hotels for seminars, orientations and company
activities such as teambuilding.
The advent of modern technology has also contributed to

changes in the industry as it has been the trend in hotels, resorts,
restaurants, cafes and even in pension houses and inns to provide
their customers with free internet access, which usually comes in
the form of Wifi (which means “Wireless Fidelity” or “Wireless
Internet”).
There has been a considerable increase in employment in the

industry in the past years. It shall be noted that from 2009-2010,
increase in employment rate was only 1.5%. However, from
2010-2011, the increase in employment rate more than doubled
at 5.2% compared to the past year. An increase could be
expected in the upcoming years considering the developments of
business and tourism in the Philippines.
In Metro Manila alone, there has been an increase in the average

number of rooms in hotels. This translates to more possibility of
job opportunities as more manpower would be needed to
maintain them. Table 2 shows how the number has increased
from 1998-2009. Though the data may show a decline in
occupancy rates, such could be attributed, in part, to the opening
of more establishments, thus more choices for guests to stay in,
which could translate as well to more availability of jobs.

Table 2. Average Number of Rooms and Occupancy Rates of Hotels in

Metro Manila by Hotel Category, 1998-2009
Hotel Category
Year Total First
De Luxe Standard Economy
Class
Average number of rooms
1998 13,320 6,771 2,578 2,946 1,025
1999 13,035 7,046 2,474 2,969 546
2000 13,063 7,056 2,520 3,080 407
2001 11,784 6,874 1,779 2,770 361
2002 11,878 6,645 1,328 3,291 614
2003 12,212 7,255 885 3,367 705
2004 12,494 7,617 885 3,567 425
2005 12,842 7,796 889 3,727 430
2006 14,200 8,103 1,668 3,855 574
2007 14,149 7,839 1,770 3,996 544
2008 14,048 7,744 1,818 3,852 634
2009 14,415 8,086 1,824 3,827 678
Average occupancy rate (in percent)
1998 56.9 60.4 54.6 53.3 50.5
1999 59.2 65.9 52.4 53.2 36.1
2000 58.8 65.3 50.8 53.1 38.0
2001 55.9 58.4 54.2 52.5 41.1
2002 59.9 62.7 59.9 55.9 51.3
2003 60.1 61.2 59.9 59.0 54.1
2004 68.2 71.0 65.8 64.3 54.1
2005 72.0 74.0 70.2 68.7 65.9
2006 72.0 73.6 72.3 70.3 58.4
2007 73.1 73.8 75.9 71.8 61.8
2008 69.8 70.1 69.0 70.8 62.3
2009 64.8 64.6 60.3 67.4 64.6
Source: DOT

B. Occupations in the Industry

i. Management Careers
Good communication skills is an important managerial
competency of managers since they deal directly with staff and
guests. It is a plus if they know how to speak other languages.
Managers must also have good leadership skills. They must be
able to lead a team. They have to encourage employees to meet
standards and motivate them to excel in their work.
1. General Manager
He is in-charge of overseeing the over-all operations of
the hotel. He creates and approves budgets, and ensures
quality in all aspects of the hotel such as food, service,
accommodation, and facilities. He could also be involved
in hiring personnel through the conduct of interviews of
applicants particularly those applying for higher
positions.
2. Housekeeping Manager
He is in-charge of ensuring cleanliness and orderliness in
hotels. He oversees the functions of the housekeeping
staff and sets their shifting schedules. He supervises and
trains room attendants. He also conducts inspection to
ensure cleanliness of guest rooms, public and service
areas in the hotel.
3. Front Office Managers

Some functions of a Front Office Manager include
greeting guests, providing information about the resort,
receiving and processing reservations, filling out
arrival/departure forms, dealing with guest complaints,
handling the checking-in and out of guests, answering
phone calls, handling guest registration, billing, showing
rooms and arranging transfers/tickets for guests.
4. Convention Services Manager

Since hotels are good venues for functions, seminars and
other events, the Convention Services Manager ensures a
smooth flow of these events by helping in the planning
and scheduling of these activities.
5. Assistant Manager
As the position name implies, he assists managers from
different departments in carrying out duties and
responsibilities to ensure smooth operations of the hotel.
ii. Food Preparation Workers
1. Chef
He is in-charge of directing kitchen workers and of
managing kitchen resources. Primarily, a chef is tasked to
create unique recipes for the hotel or restaurant and to
prepare meals for guests. Other tasks include flavoring
and cooking different kinds of dishes. There can be
different kinds of chefs depending on their functions in
the industry. The executive chef takes charge of the whole
operation, plans the menu and decides on the serving
sizes of food. The sous chef serves as an assistant who may
also take over if the head chef is not available. Another
staff who reports to the head chef is the chef de cuisine
who mans the operation of a single kitchen.
2. Cook
The cook’s responsibilities may depend on the kind of
place where he/she is employed. The restaurant cook
prepares individual orders of customers. Other types of
cooks are fast-food cooks, short-order cooks, and private
household cooks, vegetable cook, fry cook and grill cook.
Such specific positions of cooks vary according to their
specialty in the kitchen.

3. Baker
A baker measures and combines ingredients to produce
breads, cakes, cookies, pastries and other products and
puts them in the oven. He makes sure that finished
products are within the company’s standards. He also
checks raw materials to make sure that there is no
shortage.
4. Food Preparation Staff

These workers are the ones who prepare ingredients to
be used by the head cook. They peel and slice meat,
vegetables and fruits, determine the proper quantity and
size of other ingredients, and stir soups and sauces. They
also take care of sanitation and cleanliness in the kitchen
by ensuring that the work area, utensils and other
equipment needed in the kitchen are well-maintained.
iii. Food and Beverage Attendants

Food and Beverage Attendants are considered as frontliners
as they directly communicate with customers. Physical
attributes and characteristics tend to be important
considerations when hiring for these type of positions. Those
in these positions must be able to communicate well with
people, tactful and courteous in dealing with customers,
good in customer service, neat and smartly dressed, and have
manual dexterity especially when serving customers.
1. Waiter
He is in-charge of welcoming guests, showing them to
their seats, showing the menu, taking down orders,
serving orders, giving the bill, receiving payment and
giving the change. There could be times when customers
ask for his opinion about the menu, thus, he must have
both good communication and customer service skills.
There is no specific educational requirement, though,

establishments would normally ask for a high school

diploma. Once in the establishment, in-house trainings
are usually given according to company standards. A
waiter, however, needs to have good memory so that he
could easily recall the names and faces of frequent
customers and would not confuse customers’ orders.
Other skills/competencies that help in the job include:
basic knowledge in computer operation as it might be
needed in placing customers’ orders, arithmetic skills
which would help if he has to compute bills manually,
and knowledge of the local dialect or other foreign
languages.
2. Bartender
He prepares and serves drinks according to the order of
the customers. He also prepares drink garnishes and
conducts the inventory of the bar to maintain and ensure
availability of bar supplies.
3. Receptionist
Also known as Front Desk Assistant/Officer, a
receptionist greets guests upon arrival, assists them
should there be any problems during their stay, answers
phone calls made by customers, takes charge of the
checking in and out of customers and takes note of
reservations.
iv. Other Positions

Some specific occupations include: hosts and hostesses who
greet and assist guests upon arrival at the hotel or restaurant,
dining room and cafeteria attendants who clean and set tables
and remove soiled dishes and backwaiters or runners who
bring meals from the kitchen and bartender helpers who assist
bartenders and maintain cleanliness of glasses and other
equipment used in the bar.

The table below provides a list of different positions in the

Tourism Industry as a whole with a brief description for each
and the specific Industry to which each belongs.
Table 3. Job Description of Occupations in the Hotel, Restaurant and

Tourism Industry
Occupation Job Description
1 Administrative Makes reports; handles phone calls; takes

Assistant messages and coordinates among different
departments in the company; may act as
secretary of an executive or manager
2 Air Traffic Directs air traffic within an assigned air space

Controller and controls moving aircraft and service
vehicles in airports
3 Bed and Breakfast Manages daily and long-term operations of bed

Owner/Operator and breakfast establishments which they usually
own
4 Baker Prepares baked goods
5 Banquet Server Serves food and beverage to patrons and

provides table maintenance and room setup
6 Bartender Mixes and pours alcoholic and non-alcoholic

beverages for guests usually in bars, and during
events
7 Business Acts as business planner; maximizes business

Development opportunities to promote company growth
Manager
8 Butcher Butchers meat, poultry or fish
9 Cashier Mans the cash register and registers sale of

goods and services; processes payments from
customers

10 Casino Dealer Deals cards and conducts games in casinos
11 Casino Slot Attends to and offers various services for guests

Attendant on the gaming floor
12 Catering Manager / Oversees all aspects of catering services and

Director monitors standards of service among staff in
hotels and during events and conferences
13 Chief Concierge Supervises guest service attendants and

concierges
14 Chief Engineer Supervises the Engineering Department;

manages the operation and maintenance of all
equipment
15 Chief Manages the installation, operation and

Telecommunication maintenance of telecommunication systems,
Operator networks and all information systems
16 Concierge Provides information and special services to

enhance guests’ visits in accommodation
establishments
17 Conference Takes charge of and ensures smooth flow of

Organizer conferences
18 Convention Organizes event schedules, acts as leader of

Coordinator personnel who organize events
19 Cook Prepares and cooks a variety of food; their

responsibilities may depend on the size of the
kitchen
20 Corporate Travel Determines travel budget; develops travel

Consultant policies
21 Customer Service Plans and organizes the customer service

Director operations in a company; they supervise the
customer service representatives

22 Customer Service Deals directly with customers and guests

Representative
23 Director of Directs and controls housekeeping operations;

Housekeeping / supervises housekeeping crew and inspects
Executive their assigned areas to ensure adherence to
Housekeeper standards
24 Director Of Human Oversees the hiring process and other human

Resource resource aspects of the company such as:
compensation/benefits, recruitment, training,
employee and labor relations
25 Events Coordinator Plans and executes special events and activities
26 Event Manager Designs the over-all coordination and

profitability of an event; Supervises the event
coordinators
27 Executive Chef Oversees all kitchen staff, food preparation and

cooking activities; keeps abreast with trends in
the food industry; plans and writes menus
28 Sauté Chef Responsible for sautéed items and their sauce
29 Fish Chef Prepares fish dishes; may do fish butchering
30 Roast Chef Prepares roasted and braised meat
31 Grill Chef Prepares grilled food
32 Fry Chef Prepares fried items
33 Vegetable Chef Prepares hot appetizers, soups, vegetables,

pastas and starches
34 Pantry Chef Prepares cold food such as: salads, cold

appetizers
35 Pastry Chef Makes baked goods such as: cakes, biscuits,

macaroons, chocolates, breads and desserts

36 Ferry Boat Captain Operates ferries; transports passengers between

docks in coastal and inland waters
37 Flight Attendant Attends to guests on planes and in airports
38 Food and Beverage Takes orders and serves food and beverage to
Server guests; ensures guest satisfaction; handles
payments from guests as well as other guest
concerns
39 Food and Beverage Directs kitchen, bar staff and food and beverage
Supervisor servers
40 Food and Beverage Plans, organizes and directs operations of food

Manager establishments; ensures cleanliness and general
look of the dining area
41 Foodservice Prepares, heats and finishes simple food items;

Counter Attendant usually employed in more casual diners or in
fastfood chains
42 Front Desk Agent / Provides guest services in the lobby or

Receptionist reception area of accommodation
establishments
43 Front Office Supervises the function of front desk agents

Manager
44 Games Manager Supervises gaming functions at casino

operations
45 Gate/Cash Accepts admission fees of customers at

Attendant amusement parks, museums, historic sites and
other theme parks; informs guests of the best
ticketing option
46 General Manager Oversees and directs the over-all functioning of

a tourism business; reports to the owner or
executive of the establishment; usually
responsible for operational, marketing, human
resource and other business planning; develops
the budget for each department; approves

expenses; establishes standards of service;
supervises the over-all maintenance of the
establishment
47 Golf Cart Shop Stores, maintains and distributes golf carts

Maintenance
Mechanic
48 Golf Course Is responsible for the operation and preventive

Equipment care of golf course maintenance equipment
Technician
49 Golf Course Assists in the daily management and operations

Foreman of the golf course; oversees weekend
maintenance operations; ensures proper
operation equipment and irrigation system
50 Golf Course Plans and coordinates the preservation,

Grounds Manager maintenance and upgrading of landscape sites
on the golf course
51 Golf Course Ensures smooth pace of play on the golf course;

Marshall acts as information agent for golf and real estate
development issues
52 Guest Services Provides service to guests at the main door or

Attendant lobby of an accommodation property
53 Heritage Interpreter Aids guests in understanding and appreciating

cultural/natural heritage in museums, parks and
other historical sites
54 Housekeeping Ensures that guest rooms and public areas are

Room Attendant clean and properly presented; responds to
problems and special requests of guests
55 Hunting Guide Organizes and conducts expeditions for hunters
56 Kitchen Helper Cleans and sanitizes kitchen equipment; assists

in basic food preparation; receives and stores

products in kitchens.
57 Lift Installs, maintains, repairs and troubleshoots lift

Mechanic/Operator equipment; assists lift operations with the start-
up and shut-down of lifts daily
58 Line Cook Prepares high-quality food in a timely, efficient,

sanitary and consistent manner
59 Marketing Assists the marketing team in customer

Coordinator satisfaction analysis, sales program and product
development
60 Motor Coach Operates sightseeing or tour buses; transports

Driver passengers locally or over long distances;
provides passenger needs; offers information
about the locale
61 Museum Curator Researches and recommends acquisition of

artifacts; ensures care of objects, materials and
specimen in museums
62 Outdoor Adventure Organizes and conducts expeditions for sports

Guide enthusiasts, adventures, tourists and resort
guests; work can be seasonal and hours can be
irregular
63 Pilot Flies or assists in the flight of the aircraft for

private or commercial flights
64 President / Chief Has the ultimate responsibility for the

Executive Officer management of a business; reports to a board of
directors, to the owner or may be the owner;
directs the organization towards the company
vision or business goal
65 Recreation/Activity Serves as a host on cruise ships; organizes

Director activities and ensures that passengers have a
good time
66 Rental Technician Outfits guests with rental equipment and

explains its safe use
67 Reservation Sales Facilitates the promotion, sales and booking of

Agent the company’s products and services; usually
employed by travel agencies and transport
companies
68 Ride Operator Ensures safe operation of rides at amusement

parks, fairs and festivals
69 Roundsman Fills in as needed on stations in the kitchen;

also known as swing cook
70 Sales / Marketing Deals with advertising and public relations

Director
71 Second Cook Prepares all menu items according to standards

laid out by the Chef
72 Security Director Heads the Security Department
73 Small Business Plans, decides and manages all aspects of his

Owner/Operator own tourism business
74 Sous-Chef Prepares and cooks meals and specialty foods
75 Taxicab and Transports passengers and guests; must have

Limousine Driver extensive knowledge of the areas where they
operate
76 Ticket Office Responsible for the accuracy of ticket sales from

Supervisor programming to selling and for cash control
77 Tour Guide Leads visitors on tours; ensures that itineraries

are met and describes to guests the locations
they are touring
78 Tour Operator Plans, develops, promotes, administers and

implements tourism products and services
79 Tourism Researcher Provides market research, marketing strategies

and services to tourism-related businesses

80 Tourism/Visitor Provides answers to queries and talks to guests

Information about the area, history, attractions and weather
Counselor
81 Travel Agency Plans, organizes and directs the operations of

Manager travel-related organizations; researches new
products and destinations
82 Travel Trade Sales Promotes a destination to travel agencies and

Manager tour companies; travels frequently to discover
new destinations and travel attractions
83 Valet Parking Parks customers’ vehicles
84 Wine Server Recommends and serves wine to guests; must

have extensive knowledge of the different kinds
of wines
C. Working Conditions
i. Hours
Number of hours for work in the industry may vary depending
on several factors such as: whether or not the employee is a part-
time or full-time worker, the season – since more number of
hours are sometimes required from employees during the peak
season, and number of guests – employees are sometimes asked
to stay longer if the company has to cater to a substantially large
number of guests.
According to a survey conducted on required number of working

hours worked in the industries, the normal range is from 30-56
hours per week. Among employees in the Hotel and Restaurant
Industry, work often takes up to an average of 49 hours per week.
Table 4 lists the complete data from 2001-2009 on number of
hours worked in the Hotel and Restaurant Industry relative to
other industries.

The type of workplace is also a factor contributing to variation in

working hours. In hotels, resorts, and establishments that offer
accommodation, working late at night, early in the morning, and
changes in shifts are common since these places are open 24/7.
Among those who happen to work in canteens and cafeterias,
working hours may be more regular depending on the time that
the establishment opens and closes. Because of the nature of the
industry, workers may be requested to report at night and on
weekends.
Normally, daytime shift is the trend for those who work in the
offices or those who serve as support staff. For others, however,
such as receptionists, security personnel and other front liners
when it comes to dealing with customers, shifting schedule may
be more unpredictable as these positions demand round-the-
clock presence for the assigned personnel.
Table 4. Average Weekly Hours Worked of Employed Persons at Work by

Major Industry Group, Major Occupation Group and Class of Worker,
Philippines: 2001 – 2009
MAJOR INDUSTRY
GROUP, MAJOR
OCCUPATION
2001 2002 2003 2004 2005 2006 2007 2008 2009
GROUP AND CLASS
OF WORKER
ALL INDUSTRIES 40.9 40.8 41.1 41.2 41.6 40.5 41.4 41.2 40.6
Agriculture, Hunting
31.5 30.9 31.3 31.1 31.7 30.6 31.5 31.0 30.2
and Forestry
Fishing 38.5 38.0 38.4 38.7 38.5 35.1 37.2 37.3 34.5
Mining and
42.5 41.8 41.5 42.7 41.2 39.3 41.2 40.8 38.7
Quarrying

Manufacturing 43.1 43.4 43.6 43.7 44.5 43.0 43.9 43.9 42.8
Electricity, Gas and

43.6 43.7 44.1 44.4 45.1 43.8 44.2 44.4 44.1
Water Supply
Construction 42.6 42.7 42.7 42.8 43.3 41.7 43.2 43.2 42.1
Wholesale and Retail

Trade, Repair of
Motor Vehicles,
49.8 49.5 49.7 50.0 49.9 49.2 49.8 50.2 49.5
Motorcycles and
Personal Household
Goods
Hotels and
49.0 49.3 49.8 49.6 50.1 49.3 48.7 50.0 48.4
Restaurants
Transport, Storage
48.8 48.3 48.7 48.9 48.9 48.0 49.1 49.7 49.0
and Communications
Financial
42.1 42.0 42.1 42.1 42.4 41.9 42.3 42.8 42.2
Intermediation
Real Estate, Renting

and Business 46.1 46.5 47.1 47.8 47.9 46.8 47.5 46.9 46.5
Activities
Public
Administration and
Defense, 39.8 40.2 40.6 40.1 40.5 39.5 39.3 38.7 38.0
Compulsory Social
Security
Education 39.1 39.3 39.5 38.8 39.9 36.9 38.8 36.6 36.9
Health and Social

40.8 41.4 40.9 41.0 41.9 40.8 42.0 42.3 41.6
Work
Other Community,
Social and Personal 37.4 36.9 36.2 36.7 35.6 34.9 36.4 36.9 36.0
Service Activities
Private Households
With Employed 55.9 54.8 54.2 54.2 54.7 53.8 53.4 53.5 52.9
Persons
Extra-Territorial
Organizations and 44.2 40.9 40.5 42.2 43.9 49.0 42.5 43.3 41.0
Bodies
ALL
40.9 40.8 41.1 41.2 41.6 40.5 41.4 41.2 40.6
OCCUPATIONS
Source: Department of Labor and Employment (DOLE)

ii. Work Environment

Among cooks, chefs and other kitchen staff, proper sanitation
and hygiene is required as they handle food that would be served
to customers. Also, proper lighting and ventilation is needed
since they work with equipment that give off heat. Fire
precautionary measures should also be provided such as
sprinkler systems to protect the workplace from fires. Since the
workers would be handling kitchen utensils, extra care must be
taken to avoid cuts and burns. Likewise, precautionary care must
also be exercised especially in handling breakable wares and
cutlery and in using heavy pots and kettles to avoid untoward
incidents.
On the other hand, among guest relations officers or those

assigned in front office positions, some hours of standing may be
required. Most employees in the Tourism Industry need to
harness their customer care skills since their job requires much
interaction with customers mostof the time.
D. Employment
Employment in the industry may vary according to location. There
are small, family-owned resorts in the provinces that may require few
employees, about ten or less, to cater to the needs of customers or to
maintain cleanliness in the place. Sometimes, extra personnel are no
longer hired as the owner himself attends to the customers, given
that there are only a few of them. In big hotels, on the other hand,
the recruitment process tends to be more meticulous and complex.
In a survey by the National Statistics Office (NSO) between 2007-

2009, the number of establishments in the Hotel and Restaurant
Industry ranged from 93,000 to 98,000 with an employment ranging
from 450, 000 to 507,000 for all such establishments. Relative to
other industries, the number or establishments and employment of

the Hotel and Restaurant Industry can be seen in Table 5.

Meanwhile, a comparison of the industry contribution to
employment across industries is reflected in Table 6. From 2006-
2011, the Hotel and Restaurant Industry has registered 2.7% to 3.0
% contribution of employment in the whole country. Figure 4
further illustrates that the contribution of the Hotels and
Restaurants to the whole industry was lowest in 2006, peaked in
2010 and had a subtle decline from January-April 2011.
A summary of the employment statistics is shown in detail in Table

7. Among the industries in the service sector, the Hotel and
Restaurant Industry contributed about 5% to the employment in the
whole sector. Likewise, it has registered a 3.1% increase in
employment from 2009-2010 and a 5.2% increase from 2010-2011.
Table 5. Number of Establishments and Their Employment by Major

Industry Group and Sector, Philippines: 2007 – 2009
2007 2008 2009

Number Number Number
MAJOR INDUSTRY
of Employ of Employ of Employ
GROUP / SECTOR
Establish ment Establish ment Establish ment
ments ments ments
TOTAL 783,869 5,187,793 761,409 5,544,590 780,505 5,691,110
Agriculture 5,765 179,572 5,291 174,350 5,223 170,301
Agriculture, Hunting
4,212 147,022 3,985 146,696 4,024 143,183
and Forestry
Fishing 1,553 32,550 1,306 27,654 1,199 27,118
Industry 121,832 1,592,235 116,307 1,655,781 117,329 1,577,153
Mining and Quarrying 324 17,935 340 20,732 423 26,322
Manufacturing 117,622 1,377,282 112,377 1,429,370 112,950 1,311,703
Electricity, Gas and
1,387 89,024 1,388 89,425 1,417 92,578
Water Supply
Construction 2,499 107,994 2,202 116,254 2,539 146,550
Services 656,272 3,415,986 639,811 3,714,459 657,953 3,943,656
Wholesale / Retail
Trade and Repair 391,362 1,300,987 379,005 1,323,518 385,925 1,376,586
Services
Hotels and Restaurants 98,032 450,155 93,405 452,068 97,366 506,726
Transport, Storage and
9,206 181,674 8,647 192,111 9,444 207,658
Communications
Financial
23,288 278,441 25,766 395,346 26,578 337,158
Intermediation
Real Estate, Renting
45,906 610,711 45,060 694,549 48,375 852,869
and Business Activities
Education 12,094 275,156 13,562 329,681 14,205 318,150

Health and Social Work 31,488 140,531 31,113 145,235 31,685 157,651
Other Community,
Social and Personal 44,896 178,331 43,253 181,951 44,375 186,858
Service Activities
Notes: 1. For 2007 and 2009, updating on the list of establishments were based on the feedbacks on the surveys undertaken by the
NSO and supplemented by lists from different secondary sources.
2. For 2008, updating of list of establishments was based on field updating conducted by the NSO in barangays with growths
centers, other areas where significant change in status / updates of establishments were observed to have occurred and
updates from feedbacks on the surveys undertaken by the NSO and supplemented by lists from different secondary sources.
Source of data: National Statistics Office, Industry and Trade Statistics Department, List of Establishments.
Table 6. Employed Persons in the Hotel Industry in Proportion to All

Industries: January 2006 – April 2011
Industry 2011 2011

2010 2009 2008 2007 2006
Group (April) (Jan)
All
36,821,000 36,293,000 36,035,000 35,061,000 34,533,000 33,672,000 33,188,000
Industries
Hotels and
Restau- 1,043,000 1,063,000 1,063,000 1,010,000 941,000 907,000 913,000
rants
Percent
Contribu-
tion of the 2.83 2.93 2.95 2.88 2.72 2.69 2.75
Industry
(%)
* Data are as of June 2011

Source: (NSO)
Table 7. Summary Statistics on Employment: April 2009, 2010 and 2011

(In thousands except rates)
Year-on-Year
Increment Growth Rate
(%)
INDICATOR 2011P 2010 2009
2010 2010 2009
2009-
- - -
2010
2011 2011 2010
EMPLOYED PERSONS 36,821 35,413 34,997 1,408 416 4.0 1.2
SECTOR
Agriculture, Fishery and Forestry 12,157 11,512 12,313 645 -801 5.6 -6.5
Agriculture, Hunting and 10,666 10,073 10,841 593 -768 5.9 -7.1
Forestry
Fishing 1,492 1,439 1,472 53 -33 3.7 -2.2
Industry 5,617 5,487 5,088 130 399 2.4 7.8
Mining and Quarrying 230 212 166 18 46 8.5 27.7
Manufacturing 3,125 3,063 2,841 62 222 2.0 7.8
Electricity, Gas and Water 140 137 130 3 7 2.2 5.4
Construction 2,123 2,075 1,951 48 124 2.3 6.4

Year-on-Year
Increment Growth Rate
(%)
INDICATOR 2011P 2010 2009
2010 2010 2009
2009-
- - -
2010
2011 2011 2010
Services 19,046 18,414 17,595 632 819 3.4 4.7
Wholesale and Retail Trade 7,243 6,885 6,681 358 204 5.2 3.1
Hotel and Restaurants 1,043 991 976 52 15 5.2 1.5
Transport, Storage & 2,705 2,741 2,628 -36 113 -1.3 4.3
Communications
Financial Intermediation 406 383 389 23 -6 6.0 -1.5
Real Estate, Renting & Business 1,277 1,061 1,023 216 38 20.4 3.7
Activities
Public Administration & 1,940 1,959 1,794 -19 165 -1.0 9.2
Defense, Compulsory Social
Security
Education 1,168 1,156 1,068 12 88 1.0 8.2
Health and Social Work 457 447 408 10 39 2.2 9.6
Other Community, Social & 954 984 907 -30 77 -3.0 8.5
Personal Service Activities
Private Households with 1,851 1,804 1,718 47 86 2.6 5.0
Employed Persons
Extra-Territorial Organizations 2 3 3 0 0 0.0 0.0
STATUS OF EMPLOYMENT
Wage and salary workers 20,250 19,283 18,170 967 1,113 5.0 6.1
Employers in own family-operated 1,297 1,264 1,359 33 -95 2.6 -7.0
farm or business
Self-employed without any paid 10,906 10,686 10,869 220 -183 2.1 -1.7
employee
Worked without pay in own-family 4,368 4,179 4,599 189 -420 4.5 -9.1
operated farm or business
HOURS OF WORK
Less than 40 hours (Part-Time 13,677 12,959 14,333 718 -1,374 5.5 -9.6
Employment)
40 hours and over (Full-Time 22,481 21,715 19,824 766 1,891 3.5 9.5
Employment)
Did not work 663 738 838 -75 -100 -10.2 -11.9
REGION
NCR 4,377 4,230 4,043 147 187 3.5 4.6
CAR 721 699 685 22 14 3.1 2.0
Region I 1,923 1,895 1,858 28 37 1.5 2.0
Region II 1,454 1,354 1,447 100 -93 7.4 -6.4
Region III 3,828 3,587 3,570 241 17 6.7 0.5
Region IV-A 4,637 4,345 4,253 292 92 6.7 2.2
Region IV-B 1,246 1,205 1,193 41 12 3.4 1.0
Region V 2,058 2,059 2,042 -1 17 0.0 0.8
Region VI 3,014 2,888 2,911 126 -23 4.4 -0.8
Region VII 2,918 2,792 2,639 126 153 4.5 5.8
Region VIII 1,686 1,677 1,710 9 -33 0.5 -1.9
Region IX 1,394 1,379 1,380 15 -1 1.1 -0.1
Region X 1,963 1,871 1,821 92 50 4.9 2.7
Region XI 1,789 1,689 1,708 100 -19 5.9 -1.1
Region XII 1,656 1,611 1,611 45 0 2.8 0.0
Caraga 1,014 981 996 33 -15 3.4 -1.5
ARMM 1,142 1,150 1,130 -8 20 -0.7 1.8

Figure 4. Employed Persons in the Hotel Industry in Proportion to All

Industries: January 2006 – April 2011
3
2.95
2.9
2.85
2.8
2.75
2.7
2.65
2.6
2.55
2006 2007 2008 2009 2010 Jan 2011 Apr 2011
Hotel and Restaurant
i. Ways of Attracting Applicants

Companies employ various strategies to encourage applicants.
Some publish their vacancies through print media such as
newspaper advertisements, posters, tarpaulins, and flyers. Others
use radio and television advertisements. Still some participate in
the local and national job fairs sponsored by government
agencies such as the Public Employment Service Office (PESO)
and the Department of Manpower Development and Placement
(DMDP) of Cebu City. Others rely on partnerships with the
academe which could provide them with fresh graduates for
entry-level positions.
The use of the internet has also proven useful to employers.

Company websites, online advertisements, and social media,
such as Facebook, have been helpful in making vacancies known
to possible applicants. Still, there are some companies who are
open to walk-in applicants.

Some are able to attract applicants through the reputation of

their establishment. Through attractive salary and benefits, nice
facilities and amenities, and even through the image of the
establishment itself and its employees, companies are able to
entice people to apply.
Among smaller establishments and some bigger hotels, referrals

from existing staff as well as inquiries from local and foreign
friends in the industry have also been helpful in the recruitment
process.
ii. Hiring Process

Among big hotels with an established Human Resource
Department (HRD), the recruitment process usually entails
certain steps such as: paper screening of resumés, initial
interview by the HRD Staff, administration of exam, second
interview by the Human Resource Manager, final interview by
the Department Head and finally the job offer. For managerial
and executive positions, more thorough interviews by higher-
ranking personnel may be required.
For some hotels, on the other hand, the process of recruitment

may involve: preliminary screening of applications, initial
interview, basic exams, second interview, thorough exams and
final interview. Figure 5 shows the usual flow of the hiring
process in major establishments.
Some small establishments cater to walk-in applicants mostly for

lower positions. Interviews are conducted then the applicant will
be hired within a trial period of one to two weeks before making
them probationary employees. Still, some smaller family-owned
business may rely on referrals from friends. Simple interviews are
conducted before an applicant is hired. For some of these small
establishments, no examination is required.

Paper Screening of Resumes Figure 5. The Hiring Process in Big

and Application Letters Establishments
Initial Interview by HR Staff
Entrance Exam (e.g. IQ Test,

other Standardized Tests)
Rank-and-File/ Supervisory /
Lower Positions Managerial Positions
Regular Employment
Final Interview – usually by Final Interview – either by a
the Supervisor / Manager / high-ranking officer or by a
Head of the Department panel
Probationary Period (6 months)

Compliance with Pre-Employment
Requirements (e.g. clearances,
Job Offer
certificates, Transcript of Records;
among others)
Trial Period of a week or two
E. Training and Advancement

Upon entry to the establishment, new hires are frequently given a
general orientation, usually conducted by the Human Resource
personnel of the company, to acquaint them with the culture, rules,
regulations, and policies of the company. This orientation may last
from a couple of hours to a day or two and may include a company
tour. After which, the employees are then turned over to their
assigned departments for more specialized trainings.
Specific trainings given to employees include: Pool Precautionary

Measures, Food Safety Seminar, Basic Hotel Customer Service,
Proper Hygiene Procedure, Customer Service Seminars, and
Personality Development. For managerial positions, Business
Writing, and Supervisory/Leadership Trainings may also be given.
For those in the Finance Section, there are also Revenue

Management Courses that may be offered by the company. There

are also companies that sponsor short courses in baking and cooking
for their kitchen staff. Still, others send their personnel to acquire
local and foreign trainings for certifications.
To ensure that the new hires become more competent in the job,
some companies have developed a “buddy system” or “buddy system
with coaching” where the new hire is assigned a partner who teaches
him the basics of the job and checks on his performance. This
“buddy system” may last for a couple of weeks to one month.
For smaller establishments, however, where the employees may be

fewer and may be assigned to do more “all-around” tasks, new hires
are exposed to all departments for familiarization of tasks.
Performance evaluation is done through weekly feedback meetings.
With the advent of more modern technology, most five-star hotels

conduct week-long seminars for their kitchen staff on the proper
handling and use of expensive equipment. Such is a must especially if
the personnel has to handle modern equipment that he has not
come upon in his previous job or in school.
Moreover, the government has also implemented programs to aid in

the training of the “would-be” workforce. In particular, there is the
Kasanayan and Hanapbuhay Program (KASH) which is
implemented by the Technical Education and Skills Development
Authority (TESDA). The said program provides apprenticeship and
learnership opportunities with a training allowance of 75% of the
minimum wage plus other benefits enjoyed by other employees in
the company as well. Table 8 provides a list of the number of KASH
Implementing Companies per region with the positions offered for
each.

Table 8. KASH Implementing Companies
Number of KASH
Region Positions/Skills Training Offered
Companies
Commercial Cooking, F&B Services
(Waiter/Waitress, Busboy,
Region 1 13 Dishwasher, Front Office Services,
Housekeeping, Service Crew, Baker,
Kitchen Dispatcher)
Waiter, Kitchen Dispatcher, Cashier,
Region 2 21
Cook
Region 3 2 Housekeeping, Cashier, Waiter
Region 4-B 2 Waiter, Housekeeping
Region 5 2 F & B Services
Kitchen Dispatcher, Waiter,
Region 6 5 Housekeeping, Cook, Baking and
Pastry Production
Bartending, F&B Services,
Region 7 17
Housekeeping, Kitchen Dispatcher
F&B Services, Commercial Cooking,
Region 8 28
Housekeeping
Region 9 1 Baker
Baker, Baking and Pastry Production,
Region 10 4 Waiter, Service Crew, Kitchen
Dispatcher
Region 12 3 Cook, Service Crew, Waiter
Commercial Cooking, F&B Services,
CARAGA 1
Housekeeping
Source: TESDA
F. Earnings
Salary may vary depending on the position, type of establishment,
experience, educational attainment, and on the mandatory
minimum wage of the province or city where the company is
located. Some companies may stick to the minimum wage rate as
mandated by the government while others give more than the
minimum wage taking into account a variety of factors as stated

above.
Table 9. Summary of Regional Daily Minimum Wage Rates for

Non-Agriculture (as of July 2012)
Minimum Wage Minimum

Region Region
Rate Wage Rate
NCR P 409.00 – 446.00 VII 260.00 – 305.00
CAR 263.00 – 280.00 VIII 253.00
I 233.00 – 253.00 IX 267.00
II 247.00 – 255.00 X 271.00 – 286.00
III 279.00 – 330.00 XI 301.00
IV-A 255.00 – 349.50 XII 270.00
IV-B 252.00 – 264.00 XIII 258.00
V 228.00 – 252.00 ARMM 232.00
VI 235.50 – 277.00
Source: National Wages and Productivity Commission
Likewise, some benefits for employees in the industry include:

government-mandated benefits, medical and health insurance,
discounted hotel stays in hotel branches among those who work for
big hotels, discounted or free meals and other complimentary meals
during hours of duty.
G. Outlook
With the opening of more hotels and restaurants, work
opportunities in the field are expected to increase. Increase in
population contributes to more possible customers in the Industry.
Such increase also means a need for more establishments such as
schools and companies that would require cooks, cafeteria chefs and
other kitchen personnel to manage and run their canteens.
Likewise, the development of tourist destinations in the country

which encourages the coming of foreign nationals may also
contribute to the increase in job opportunities. According to the

head of a premier hotel school in the country, about 15 million jobs
are available for Filipinos who plan to work in top-rate hotels and
restaurants both here and abroad. With about 11% growth in the
Hospitality industry in the year 2010, more jobs shall be available for
graduates in the field. Also, top hotels abroad prefer to hire Filipino
workers as they find Filipinos to be more trustworthy and
hardworking.
Based on the data from the National Statistical Coordination Board

(NSCB), about 3 million more jobs were available in the hospitality
industry in 2010. There has also been a 5.3% increase in lodging
demands in 2009. All these seem to be promising indicators for
more careers in the industry.
In its article on “Tourism as an Engine for Employment Creation”, the

following information was gathered from the NSCB:
1. The average share of Tourism Direct Gross Value Added
(TDGVA) to GDP is about 6.2% for the years 2000-2007.
2. From 2001-2007, Internal Tourism Expenditure grew faster than
GDP.
3. Employment in the Tourism Sector represented 9.5% of overall
employment in 2008.
Figure 6. Share of TDGVA to total GDP, 2000-2007
Source: NSCB

Figure 7. Comparison of Annual GDP (at current prices) with

Internal Tourism Expenditure, 2000-2007
30
27.33
25
23.61 22.93
20
Growth (%)
15 15.36 12.88 11.75 10.82

9.15 8.89
10
10.2
8.26 8.24 6.96
5
0 0.21
2001 2002 2003 2004 2005 2006 2007
GDP Current IT E
Source: NSCB
Table 10. Total Employment in the Philippines and Employment in

Tourism Industries, 2000-2008 (in '000 persons)
2000 2001 2002 2003 2004 2005 2006 2007 2008

Total
Employ-
ment in
27,775 30,090 30,251 31,553 31,733 32,876 32,886 33,672 34,533
the
Philip-
pines
Tourism
Characte-
2,669 2,826 2,815 3,010 3,052 3,139 3,138 3,254 3,304
ristics
Industries
Hotels and
78 80 81 90 91 99 101 104 106
Similars
Restau-
rants and 606 620 632 703 707 771 787 806 826
Similar
Passenger
1,106 1,186 1,186 1,285 1,336 1,350 1,347 1,416 1,415
Transport
Travel
Agents,
tour
operators 109 117 117 127 132 133 133 140 139
and
tourism
guides
Recrea-
tion, enter-
tainment
366 374 356 358 340 328 318 326 334
and
cultural
services
Retail 179 216 219 221 226 242 240 240 255

2000 2001 2002 2003 2004 2005 2006 2007 2008
trade on
tourism-
characte-
ristic good
Miscellane
226 233 224 227 220 215 212 223 229
ous
Share to
Total
9.6% 9.4% 9.3% 9.5% 9.6% 9.5% 9.5% 9.7% 9.6%
Employ-
ment
Source: NSO, NSCB
4. In 2008, employment in tourism industries decelerated to 1.5%.

It was slower than the 2.6% growth of total employment in the
Philippines.
Figure 8. Comparison of Tourism Industries' Employment with Total

Employment, 2000-2008
10
8.3
8 6.9
6
5.9 4.3 3.6 3.7
4
1.4 2.6
2 0.5 2.9 2.4 1.5
0 -0.4 0.6 0
00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08
-2
Total Employment Tourism Industries
Source: NSO, NSCB
5. Before 2006, graduates of tourism courses represented less than

1% of total graduates. From 2006-2007 however, the rate
increased.

Table 11. Number of Graduates for Programs on Tourism, Tourism and

Travel Management and Hotel and Restaurant Management in
Comparison to Total Number of Graduates in All Courses
School Year
Program
00/01 01/02 02/03 03/04 04/05 05/06 06/07
Tourism 2,160 2,506 2,440 2,134 1,775 1,947 1,992
Tourism and Travel
182 96 118 82 71 140 277
Management
Management (HRM) 46 39 52 75 125 170 47
TOTAL 2,388 2,641 2,610 2,291 1,971 2,257 2,316
% Growth 0.8 10.6 (1.2) (12.2) (14.0) 14.5 2.6
All Courses 363,640 383,839 405,716 386,920 409,724 400,387 473,613
Share of tourism
courses to total 0.66 0.69 0.64 0.59 0.48 0.56 0.49
courses
Source: CHED
6. Enrollment in Tourism courses represents less than 1% of total

enrollment, however, there has been an increase since School
Year 2005-2006 to School Year 2007-2008.
Table 12. Enrollment for Programs on Tourism, Tourism and Travel

Management and Hotel and Restaurant Management in Comparison to
Total Number of Enrollment in All Courses
Program 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08

Tourism 13,936 14,504 14,021 15,202 12,687 13,115 16,811 19,066
Tourism
and
Travel 550 809 795 721 349 619 1,128 4,129
Manage
ment
Manage
ment 108 1,035 1,237 104 1,678 1,814 551
(HRM)
TOTAL 14,486 15,421 15,851 17,160 13,140 15,412 19,753 23,746
%
8.4 6.5 2.8 8.3 (23.4) 17.3 28.2 20.2
Growth
All
2,430,842 2,466,056 2,426,976 2,420,856 2,402,315 2,483,645 2,530,550 2,565,534
Courses
Share of
tourism
courses 0.60 0.63 0.65 0.71 0.55 0.62 0.78 0.93
to total
courses
Source: CHED

7. There has also been an increase in the number of schools with

enrollees in Tourism-related courses.
Table 13. Number of Schools with Enrolees and Graduates for Programs
on Tourism, Tourism and Travel Management and Hotel and Restaurant
Management
School Year
Indicators 1/
00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08
Number of schools with 86 111 133 150 132 177 184 211
enrolees
Average enrolees per school 168 139 119 114 100 87 107 113
Number of schools with 67 76 81 70 95 114 144

graduates
Average graduates per school 36 35 32 33 21 20 16
Source: CHED
8. Data from the NSCB show that there are more women than men
in tourism-related industries in the Philippines as of 2008.
Table 14. Enrollment (2007/08) and Graduates (2006/07)

by Program by Sex
Indicator by Ratio
Program Male Female Total
Enrollment
0.21 0.79 1.00
(2007/08)
Tourism 0.22 0.78 1.00
Tourism and
Travel 0.15 0.85 1.00
Management
Management
0.31 0.69 1.00
(HRM)
Graduates
0.23 0.77 1.00
(2006/07)
Tourism 0.25 0.75 1.00
Tourism and
Travel 0.10 0.90 1.00
Management
Management
0.21 0.79 1.00
(HRM)
Source: CHED
Chapter 2: Views from the Students
Chapter 2
Views from the Students
A. Why take up tourism-related courses?
Students interviewed cited a number of reasons for choosing to take
up HRM. Mostly, they took up a tourism-related course due to a
personal interest in the course since they feel that they would be able
to hone their kitchen skills. Others took the course because of good
employment opportunities both here and abroad. Still some said
that they took the course as they expect a high pay later on. There
were few who said that the decision to take the course was because
they were persuaded by their parents and peers while a rather select
few attributed their decision to the popularity of the course.
There have been some who shifted from other courses such as
Psychology, Business Administration, Nursing, Engineering,
Computer Science, Mass Communications and Education. Some
shifted due to financial reasons. Others shifted due to lesser demand
or employment opportunities of the previous course. Still others
shifted due to lack of needed skills (e.g. Math) for the previous
course or due to the desire to pursue the course that they wanted in
the first place.
Table 15 shows a summary of answers from the student respondents

as to their reasons for taking up tourism-related courses.

Table 15. Reasons for Taking Up Tourism-related courses
Reasons f %
Desire to acquire more skills in the field 153 44.48
High pay 23 6.69
Own decision 217 63.08
Parents’/guardians’ decision 45 13.08
Peer pressure 5 1.45
Personal interest in the course 161 46.80
Popularity of the course 8 2.32
Possible use of the course in own business 81 23.55
Work opportunities abroad 168 48.84
Work opportunities in the country 181 52.62
N=344; Multiple Response
B. What are common difficulties encountered

in the course?
Being enrolled in a tourism-related course, or in any course for that
matter, is not always an easy thing. Some students reported having
had financial problems especially when faced with expensive
projects. Others felt that they did not possess enough of the skills
needed to survive the course.
There have also been certain challenges encountered when it comes

to school faculty and personnel. Some reported having professors
who, according to them, seemed less competent in handling the
subjects. According to some students, there are professors who lack
good communication skills, focus more on theory than on
application, are inconsistent, less productive, not punctual in
reporting to class, or do not employ teaching strategies and
techniques to make the lesson more understandable. There are also
those who seem less competent as they are forced to teach certain
subjects due to an inadequate number of competent personnel. Such
difficulties enumerated by the students are presented in Table 16.

Table 16. Difficulties Encountered in Tourism Related Courses
Difficulties f %
Expensive requirements/financial issues 139 40.41
Lack of personal interest in the course 11 3.20
Lack of skills needed in the course 114 33.14
Lack of support from parents 17 4.94
Too many requirements and projects 38 11.05
Scarcity of employment opportunities after
9 2.62
graduation
N=344; Multiple Response
C. What skills will I learn?

Students enrolled in tourism related courses will learn skills which
include: cooking, skirting, table set-up, mixing drinks, making coffee,
baking, bartending, budgeting, marketing, proper handling of
equipment and kitchen utensils, housekeeping, folding table
napkins, decorating cakes, arranging flowers, making sauces and
dressings and molding chocolate. Students will also improve their
skills in handling different kinds of customers. Some students also
reported that having enrolled in the course helped build their self-
confidence and boost their self-esteem. The course also taught them
the basics of personality development, proper hygiene and etiquette.
D. What is the OJT Program like?

The On-the-Job-Training (OJT) Program is a part of the school
curriculum that allows the students to be exposed to the field and
gives them the opportunity to have real-world hands-on experience
of the theories discussed in the classroom. It is also geared towards
the improvement of skills. Some schools view the OJT Program as
training for students for them to discover more their competencies
while others use the program as a work-study opportunity to help
students.
The OJT venues for students taking up HRM are usually hotels,
restaurants and resorts with prior Memorandum of Agreement
(MOA) with schools. Other specific places for OJT could also be
shipping lines, bakeshops, convention centers, country clubs, travel
agencies, cafes and company canteens. There are schools that send
their students for OJT to establishments that cater to specific
services such as fine-dining and semi fine-dining restaurants that
mainly offers Asian cuisine.
A student must be able to comply with the requirements to be able

to enter the OJT Program. Aside from having completed some
major subjects and having taken the required number of units, they
must also secure the needed documents such as:
NBI/police/barangay clearances, and medical examination results.
They should also give a copy of their resume and application letter.
In most cases, a letter of approval or recommendation from the
school is required. Some companies also look at the academic
performance and skills of the students. Some prefer to hire those
with good grades, pleasing personality, good communication skills
and good kitchen skills. The students’ work attitude and values
would also help them in making the most of the training.
For the duration of the training, a variety of incentives can be

enjoyed by the students. Commonly, free meals at certain parts of
the day are given. Some companies also give allowances that may
vary from P15.00-P120.00 per day while others give the trainees a
share in the service charge. Others give P1, 200.00/month while
others give remuneration based on the number of hours rendered by
the trainee for the day. There are also those who give free uniform to
trainees.
Other students, however, perceive the incentive to come in the form

of other things aside from money. For them, exposure, availability of
training materials, help from employees, and access to data are
valuable incentives that prompted them to join the OJT Program.

The OJT Program could really be beneficial as it exposes the

students to the real happenings in the industry, provides them with
more opportunities to hone and improve their skills, allows them to
get to know different people, provides an avenue for students to
learn teamwork and leadership, gives them additional income while
studying and prepares them for real work after graduation.
Moreover, the OJT also helps the students become more
responsible, confident, and competent as they are faced with
challenges in the real workplace.
There are, however, some drawbacks that students encounter during

the OJT Program. Some tend to have a difficulty in looking for
venues for training as they get little or no assistance from the school.
It should be noted, however, that schools do this to train the
students in seeking jobs. Some students feel that they are deployed
to substandard hotels due to lack of other OJT venues. Some are
asked to do unrelated work, thus, are not able to practice the skills
needed in the course. Some are exposed to the undesirable practices
of existing employees in the company. Some companies also do not
give proper orientation to trainees before they start work so that the
trainees are unsure of what to do or of what are expected of them.

Chapter 3: Views from the Industry
Chapter 3
Views from the Industry
A. How do we know about job vacancies?
Common strategies used by companies to advertise vacancies
related to HRM include the use of print ads like the “Classified Ads”
section in newspapers. They also put up posters in strategic places or
hand out leaflets and flyers. Some use radio, and television
advertisements. In response to the growing trend of people using the
internet, online job postings have also been common as well as the
use of company websites and social networking sites like Facebook.
Others report that the reputation of the company itself attracts
applicants. The type of hotel, salary, benefits, and sometimes even
the uniform of employees have been reported to affect an applicant’s
desire to join the company.
B.What difficulties are encountered in

hiring?
There are positions where applicants abound. A lot apply to become
waiters/waitresses and utility personnel or washers due, in part, to
the lesser qualification and lower educational requirement for the
positions.
However, there are also positions for which applications are scanty.
Smaller establishments tend to have difficulty in finding cake
decorators and cooks. Aside from the special skills needed for the
job, some who may have the skills also do not settle for the salaries
that these companies offer them. For bigger establishments, on the
other hand, they find it difficult to hire head chefs due to stiff
competition and higher salary offers among cruise ships and
companies abroad. Moreover, lack of the needed skills and

experience are some of the reasons for the existence of hard-to-fill
positions.
C.What are the common reasons for lack

of skills?
Some students and applicants do not get hired because they do not
possess the skills needed by the industry. This could be due to the
teaching techniques used in school, lack of interest to learn on the
part of the student, inadequate exposure to the “real thing” or lack of
opportunities to practice what has been learned in school.
D. What does the industry recommend to

address the insufficiency?
Some companies recommend that pre-screening be done before
students are admitted to schools. They also suggest more hours for
OJT as well as an evaluation system to test the skills of students.
Consultations with the industry on competencies required could
also be helpful.
E. Do companies outsource workers?

The HRD of some companies admit to outsourcing such positions
as dining/kitchen/housekeeping staff, service attendants, banquet
waiters, and even cashiers. This is done due to the variations in hotel
occupancy since the demand for personnel may vary depending on
the season and the number of guests. Others outsource employees
to fill in positions left by those who could not report temporarily due
to illness or sick leaves, while some outsource for faster processing of
human resource needs so that they could focus on the core business.

Still, others admit to outsourcing workers in order to cut on the high

costs needed to maintain labor.
F. Are there partnerships between the

industry and the academe?
Companies belonging to the Hotel, Restaurant and Tourism
Industry in the Philippines have forged partnerships with schools
and universities. These linkages with the academe have proven to be
helpful on the part of the industry as these have helped the
companies to acquire qualified graduates more easily, thus, allowing
them to respond more efficiently to their manpower needs.
Partnerships with schools have also helped ensure well-trained and
educated OJTs who later on fill in vacant positions in the company.
G. What is the OJT Program like?

Not all companies accept OJTs (On-the-Job Trainees). Among
those who do, however, the OJT Programs that they offer may vary.
There are those who accept trainees only at certain times of the year,
mostly in December or during peak season. Exposure may also be
different for each depending on the number of hours required by the
school and the particular skills needed by the student according to
the position.
Based on interviews from industry representatives, some

requirements for OJT include: resume, application letter,
endorsement letter from the school, and medical examination
results, among others. There are companies, though, who hire
trainees depending on the reputation of the school where they came
from. Others look into the character of the applicant. They prefer
trainees who are open-minded, can work under pressure, flexible,
hardworking, responsible, intelligent, and friendly. Good

communication skills are also needed. Other specific skills required

are baking, cooking, and kitchen skills as the position may entail.
Different incentives are given to trainees. Some companies pay 75%

of the minimum wage. Others give allowances and free meals. Some
companies give certifications to their trainees at the commencement
of the OJT Program.
Employment is not really guaranteed at the end of the OJT Program.

Whether or not the trainees are eventually hired by the companies
depends on the performance of each trainee.
H. What are the common problems

encountered by companies among
OJTs?
According to members of the industry, some OJTs tend to be lazy,
lack initiative, have a negative attitude towards work, have problems
in punctuality, are hard-headed, lack self-discipline, and tend to
disobey certain rules and regulations of the company. Others
commented that there are those who are fit to be assigned in the
back office as they are either shy or lack good communication skills.
Some trainees have been reported to show a lack of interest,
perhaps, according to one company owner, because they are not
being paid. There are also trainees who have proven to be unreliable,
have a hard time coping with the standards of the company and are
unable to work well under pressure.
In order to address these problems, the company itself takes

corrective measures by talking to the trainees and conducting weekly
meetings with the trainees for feedback. As a preventive measure,
would-be trainees are given an orientation on company rules,
regulations and policies even before the start of the OJT Program.

Other companies talk with the school coordinator to give feedback

on the trainees and suggest a pre-screening of OJTs in school or an
extension of the training as needed.
I. What are some points of improvement

for trainees?
Industry representatives have suggested some ways to help in the
improvement of trainees. They suggested trainings to enhance
communication skills, seminars on proper grooming and etiquette,
work values and attitude towards work, developing professionalism
and building self-confidence. They further suggested that trainees be
given more opportunities to apply/practice what they have learned
in school.
J. What programs do companies have for

career advancement?
To ensure continuous learning in the workplace, companies offer
various seminars and programs for employees. Specific programs
such as the Career Path Program, Open Door Policy, Quarterly General
Meetings, and Employee Satisfaction Index Surveys are done to get
feedback from employees on how they can be better in their jobs.
Employees are either sent to outside trainings or given cross-
trainings within the company, the expenses of which are paid for by
the company. In-house trainings are conducted as well to update
knowledge and skills especially on new technology. There are also
instances when the company outsources trainers when the use of
new technology or equipment has to be taught or when there are
only few employees who require training. Some companies also
outsource trainers for customer service so that their employees may
be trained by experts in the field.

K. What BENEFITS are offered by

companies to their employees?
Benefits offered to employees may vary depending on the kind and
location of the establishment. For big companies, all government-
mandated benefits such as SSS, PAG-IBIG, and Philhealth are given.
Regular employees are also given other benefits such as Service
Incentive Leaves, birthday gifts, medical insurance packages,
clothing allowance, Paeskwela Program for children of married
employees, loyalty awards, bonuses and shares in the service charge.

Chapter 4: Views from the Academe
Chapter 4
Views from the Academe
A. How is the enrollment in Hospitality
Management courses?
Courses in Hospitality Management seem to have good enrollment.
Among the schools who participated in the survey, Hotel and
Restaurant Management course belongs to the top 5 in terms of
number of enrollees, students and graduates. There are students
who shift to courses in Hospitality Management due to a desire to
improve their cooking and kitchen skills while others do so because
they perceive that the course is in-demand abroad. Some find the
activities interesting so they decide to transfer. There are others who
shift from HRM to other courses due, in part, to the financial
reasons as some activities and projects required in the course tend to
be costly.
There are schools who reported, though, that enrollment in their

schools has declined while others said that enrollment tends to slow
down during the second semester as some decide to shift to other
courses or stop school due to financial or family reasons. Among
technical-vocational schools that offer one to two year courses in
Hotel and Restaurant Services, a common challenge is that majority
of the enrollees and students do not excel in academics. Other
schools encounter a similar problem especially with regard to the
crediting of subjects/units earned by transferees from other schools
or shiftees from other courses. Some also say that there are high
school graduates who do not seem to be ready for college.

B. Is there a job-skills mismatch in the

industry?
Based on interviews with members from the academe, a couple of
possible reasons propped up on the seeming mismatch between the
graduates produced by schools and the skills needed by the industry,
as follows:
 Lack of intense immersion in the industry for students to

apply what they have learned.
 Lack of equipment among some schools to allow students
to acquaint themselves with the proper use of these
equipment before they graduate.
C. Do all graduates end up having careers

related to their course?
Majority of the graduates end up with a career in HRM and Tourism
as they become chefs, cooks, room attendants, front desk officers or
F&B staff in the increasing number of hotels and resorts both in the
cities and provinces in the country. There are some, however, who
decide to take on other careers for a number of reasons such as:
preference to work in a company close to home so they accept other
positions available, desire to earn a bigger salary, lack of employment
opportunities within the preferred place of work or a shift in interest.
D. Do schools have linkages with the

industry?
Schools and universities maintain partnerships with the industry as
cooperation between them is mutually beneficial. By providing
opportunities for the students to be exposed to the standards and
actual tasks in the workplace, thus, producing more competent

graduates. It is also easier for the school to ensure work for their
students after graduation. Such linkages have also helped schools be
updated on latest developments in the industry and broaden their
knowledge on modern equipment and techniques.
E. What is the OJT (On-the-Job-

Training) Program like?
There are schools who take charge of looking for OJT venues for
their students. Students with more skills, have better attitude
towards work and have good academic standing are assigned to
more high-end venues while the others are assigned to remaining
venues with slots for OJT. For some schools, the students
themselves are the ones to look for companies where they can have
their OJT. According to the deans of these schools, this practice is
done to expose the students to the real challenge they would be
facing when searching for jobs after graduation.
The duration of the OJT Program varies depending on the school or

university. Some technical-vocational schools who offer two-year
courses in Hotel and Restaurant Services expose their students to an
OJT Program for 3 months during first year and for 7 months during
second year. During the first year, the program is required while on
the second year, students are given the option to either proceed with
the program or to start working.
For bigger universities, on the other hand, number of hours also

differ. There are schools that require over 600 hours of training
during fourth year. Others require 250 hours to be completed during
the summer after second year and another 500 hours during fourth
year. This adds up to 750 hours plus an institutional report that has
to be submitted by the students after the training.

Requirements for OJT vary depending on the company. Basic

requirements however, include: completion of major subjects, basic
competencies, knowledge of technical skills, medical certificate,
endorsement from the school, waiver, police clearance, and NBI
clearance, among others. Other companies put a preference on good
communication skills and a pleasing personality.
Some incentives given to trainees include: free meals, training

allowance which is 75% of the minimum wage, transportation and
board allowance. Incentives may vary depending on the agreements
between the trainee/school and the industry. Certificates are given
to trainees after the training.
Employment is not guaranteed by companies even for those

students who underwent their OJT Program. It depends on the
student’s performance as some trainees manifest undesirable work
practices such as laziness, tardiness, attitude problem, or taking on
the habit of regular employees. Some school deans commented that
dissatisfactory performance may be partly due to lack of proper
orientation for the trainees that they were not clear on the
expectations from them or it could also be due to overcrowding of
trainees in some establishments.

Chapter 5: Prospects in the Industry
Chapter 5
Prospects in the Industry
From the data presented, it can thus be gleaned that the Hotel,
Restaurant and Tourism Industries provide good career prospects now
and in the coming years. With the increase in visitor arrivals in the
country and the continuous upsurge and presence of more hotels and
establishments, the field seems to offer promising prospects for
employment. Not only is employment apparent in the urbanized
regions of the country, rural opportunities have also taken more form.
The constant improvements in many tourism destinations in the
country have also caused an increase in the number of hotels and
establishments, thereby increasing job opportunities. Even in some
underdeveloped regions in the country, the creation of more jobs is
inevitable.
Also taking into consideration the programs that the government has
introduced throughout the years (e.g. training programs and affordable
education of TESDA), it seems that the horizon of opportunities has
widened to accommodate a more diverse mix of people into the
industry. Nowadays, those who are interested to go into the field do not
only have to set their sights at finishing a regular 4-year course in
universities. There are now programs in the government that could be
good sources of training for them.
For one, there is the Technical Vocational Education Training (TVET)

Program of TESDA. The TVET acts as the counterpart of higher
education. It provides opportunities for both training and education
preparing students and other clients for employment. The TVET was
implemented to address the skills training requirements of those who
are already in the labor market. Moreover, it assists those who feel the
need to upgrade their skills or to acquire new competencies so as to
enhance employability, improve productivity, or facilitate a shift in
career.
TVET clients are not only high school graduates who seek to finish a
degree in college so that they may land a job. More importantly, TVET
caters to all those who wish to acquire the competencies needed in the
industry. They could just be about anyone such as: secondary school
students, college graduates and undergraduate students, unemployed
individuals who are actively searching for work, Overseas Filipino
Workers (OFWs) who have returned to the country and wish to start
anew, and even those people who are currently employed but have the
desire to upgrade their skills or to acquire new skills. TVET has further
made its services more accessible through various delivery mores such
as: school-based, center-based, community-based, and enterprise-based.
Students, graduates and interested parties have to take note of the

important competencies that job hunters look for in their prospective
employees. TESDA has enumerated some:
1. Analytical Competency – this pertains to knowledge and skills in

Mathematics, computer and cost analysis.
2. Behavioral Competency – this includes: customer service, human

relations, ethics, history and even culture. Since the industry
mostly requires the employees to come face-to-face with
customers, skills in customer care and human relations are given
paramount consideration when hiring employees. Knowledge in
ethics as well as the history and culture of the specific place of
work also proves to be helpful especially in dealing with foreign
nationals who come to visit or even with local citizens who are
not natives of the place.
3. Communication skills – the ability to communicate effectively

should not be missed as well. Knowledge of an array of
languages and dialects could help one become better suited for
the field. This aspect also includes knowledge in writing reports
and in filling-out company forms.

4. Work Attitude and Values - based on interviews from

representatives of key players in the industry, there has emerged
two really important requirements for employees. Companies
now do not just take into consideration the educational
background - that applicants come from reputable schools – or
the technical skills of the applicants. Though such qualifications
are ultimately very important, companies now give much
consideration to an employee’s attitude towards work and the
values that he brings to the workplace. Far more important than
just being able to perform the routine of their everyday duties,
these workers also have to fit themselves into the culture and
nature of the company business. They must possess the
flexibility and resiliency in order to handle the daily pressures
that confront them in the workplace, the changing demands of
customers that have to be responded to and where customer
satisfaction is of paramount importance.
5. Other Basic Competencies – There are also those companies that

require employees to have knowledge in environmental
practices, hygiene and safety.
Indeed there are different ways by which interested applicants can equip
themselves to make them better qualified so as to facilitate their entry in
the industry.
In the field of Hotel, Restaurant and Tourism, labor demand is not only
huge in the country, there is also an increasing demand for employees
abroad. To date, there are about nine (9) countries who need
manpower in the field. Table 17 presents a listing of global labor
demand as of June 2011.

Table 17. Global Labor Demand

( per approved Job Orders as of June 17, 2011)
Particular Number Particular Number

Baker 176 Cook 2,286
Food & Beverage
Barista 108 19
Assistant
Food Service
Bartender 138 26
Assistant
Front Desk
Butcher 137 21
Agent
Housekeeping
Cake decorator 64 4, 578
Attendant
Chef 307 Pastry Artist 5
Commissary 325 Waiter/waitress 33
Source: TESDA
In a study conducted by the Bureau of Labor and Employment Statistics

(BLES), a comprehensive profile of the Tourism industry was
presented. The data was the result of the 2009/2010 BLES Integrated
Survey (BITS) and was presented in the September 2012 edition of the
Labstat Updates of DOLE.
According to the said report, there were 4,966 establishments engaged

in tourism and other related industries in the country as of June 2010.
Consequently, a total of 437,715 workers were given employment by
these establishments. Of these workers, 1.4% were working
owners/unpaid workers while the remaining 98.6% were employees of
which 15.7% were managers/supervisors. The industry employed a
large portion of young workers aged 15 to 24 years old (15.4%) and
women (40.4%).
Among the workers, 7.3% had part-time employment. Moreover, nearly

half (49.4%) of the total establishments employed agency-hired workers
especially for security and janitorial services. Payment for these workers
varied depending on the company and was given on a monthly, daily or
hourly basis.
With the number of establishments in the industry, a total of 40,378 job

vacancies were opened. Majority of these vacancies were easy-to-fill
occupations (85.9%) while the rest were hard-to-fill (14.1%). Table 18
presents a list of the specific job vacancies.
Companies in the industry also implemented diverse programs for the

development of its manpower. These include the following: financial
support in the form of loans; health and fitness programs through
medical subsidy and medical insurance; and educational assistance,
loans and scholarships. Some also gave non-statutory leave benefits
based on agreement and allowed flexible work arrangements as
circumstances permitted. Likewise, employees were also provided with
such facilities as pantry, canteen, sleep/nap area and sports equipment
for their comfort in the workplace. Detailed data on these is provided in
Table 18.
Table 18. Selected Labor and Employment Indicators on Tourism,

Philippines: as of June 2010
Hotels and Other Tourism-

INDICATOR Total
Restaurants Related Activities
1. Total Establishments 4,966 3,166 1,800
2. Total Employment 437,715 196,075 241,640
3. Category of Workers
Working owners / Unpaid Workers 5,987 2,002 3,985
Employees 431,728 194,073 237,655
• Managers / Executives 30,139 14,741 15,398
• Supervisors / Foremen 38,548 16,919 21,629
• Rank and file workers 363,041 162,414 200,627
 Regular 251,647 92,337 159,310
 Non - regular 111,395 70,077 41,318
- Probationary workers 25,701 14,032 11,669
- Casual Workers 25,395 13,424 11,971
- Contractual / Project-based workers 54,001 38,338 15,663
- Seasonal workers 2,035 1,534 501
- Apprentices / Learners 4,262 2,749 1,513
4. Specific Groups of Workers
• Young workers (15 to 24 years old) 67,469 51,020 16,449
• Female workers 176,792 77,670 99,122
• Time-rated workers 419,899 191,612 228,287
 Full-time workers 387,886 164,085 223,801
- Hourly 32,252 30,743 1,509
- Daily 101,096 60,073 41,023
- Monthly 254,539 73,269 181,270

INDICATOR Total
 Part-time workers 32,014 27,528 4,486
 Purely commission-paid workers 444 - 444
5. Establishments Engaged in Subcontracting
Within the premises of the establishments 2,452 1,529 923
- Number of agency-hired workers 42,743 19,691 23,052
Outside the premises of the establishment 358 235 123
6. Total Vacancies (January 2009 – June 2010) 40,378 26,140 14,238
• Easy to fill 34,681 23,368 11,313
• Hard to fill 5,696 2,772 2,924
Top 5 hard-to-fill vacancies 3,211 1,669 1,542
- Medical technologists 607 - 607
- Cooks 542 542 -
- Travel attendants and travel stewards 431 - 431
- Service Crew 366 366 -
- Accountants and auditors 333 248 85
- Production and operations managers 289 289 -
- Pharmacists 231 - 231
- Waiters, waitresses and bartenders 224 224 -
- Car, taxi and van drivers 188 - 188
Top 3 reasons why hard to fill
- Applicants lack needed competency / skill 860 442 418
- Applicants expect high salary 407 239 168
- No applicant 375 49 326
- Applicants lack years of experience 323 205 118
7. Unionism
• Union density rate (%) 11.8 4.4 17.9
• Union membership 51,131 8,588 42,543
- Men 31,524 6,117 25,407
- Women 19,607 2,471 17,136
8. Collective Bargaining
• Collective bargaining coverage rate (%) 12.3 4.8 18.5
• CBA coverage 53,215 9,330 43,885
- Men 32,752 6,521 26,231
- Women 20,463 2,809 17,654
9. Establishments with Programs Implemented
• Financial and other support 3,709 2,385 1,324
- Salary loan 2,833 1,823 1,010
- Emergency loan 2,679 1,768 911
- Employees cooperative / Provident fund 843 556 287
- Asset acquisition loan 508 339 169
• Child and family care 2,621 1,543 1,078
- Implements work and family programs 2,405 1,420 985
- Conducts seminars on balancing work 576 284 292
• Health and fitness 3,021 1,877 1,144
- Health Maintenance Organization 1,999 1,370 629
(HMO) card
- Medical subsidy 1,156 609 547
- Medical insurance 870 571 299
- HIV / AIDS prevention program 463 242 221
- Stress management / Counseling 423 223 200
- Health / Fitness program subsidy 368 152 216
• Education 1,729 1,032 697
- Educational assistance 989 585 404

INDICATOR Total
- Educational loan 987 621 366
- Scholarship program 622 351 271
10. Establishments with Facilities Available
Pantry 2,833 1,805 1,028
Canteen / Food services 1,561 788 773
Sleeping / Nap area 1,231 713 518
Transport arrangement 577 288 289
Sports facilities 517 140 377
Physical / Wellness center 338 120 218
Spa / Massage facilities / services 337 157 180
11. Establishments with Non-Statutory Leave
Arrangements Provided
Use of leave benefits to attend to urgent family 3,220 1,983 1,237
concerns
Extended maternity leave without pay 1,786 1,261 525
Flexible holiday schedule 1,493 1,131 362
Extended maternity leave with pay 1,456 1,138 318
Extended paternity leave without pay 1,404 992 412
Extended paternity leave with pay 1,350 1,058 292
Time-off in lieu of extra hours worked 1,270 788 482
Forced leave 944 582 362
Study leave
12. Establishments with Flexible Work
Arrangements adopted
Rotating shift 3,267 2,276 991
Flexible work schedule 1,723 1,258 465
Compressed workweek 748 498 250
On-call 557 290 267
Job-sharing 112 52 60
Teleworking 42 36 6
Note: Details may not add up to respective totals due to rounding
Source: BLES-DOLE
With Workdays Lost

13. Measures of Without
Non-Fatal
Safety Performance TOTAL Workdays
Total Fatal Permanent Temporary
(2009) Total Lost
Incapacity Incapacity
Cases of Occupational
injuries
Total 4,740 2,426 14 2,412 24 2,389 2,314
Hotels and
2,735 1,102 - 1,102 4 1,098 1,633
Restaurants
Other Tourism-
2,005 1,324 14 1,310 20 1,290 681
Related Industries
Frequency rates
Total - 1.60 0.01 1.59 0.02 1.57 -
Hotels and
- 2.37 - 2.37 0.01 2.36 -
Restaurants
Other Tourism-
- 1.25 0.01 1.24 0.02 1.22 -
Related Industries
Incidence rates
Total - 3.79 0.02 3.77 0.04 3.73 -
Hotels and
- 5.80 - 5.80 0.02 5.78 -
Restaurants
Other Tourism- - 2.94 0.03 2.91 0.04 2.87 -

With Workdays Lost
13. Measures of Without
Non-Fatal
Safety Performance TOTAL Workdays
Total Fatal Permanent Temporary
(2009) Total Lost
Incapacity Incapacity
Related Industries
Severity rates
Total - - - - - 7.42 -
Hotels and
- - - - - 10.15 -
Restaurants
Other Tourism-
- - - - - 6.22 -
Related Industries
Average workdays
Total - - - - - 4.72 -
Hotels and
- - - - - 4.30 -
Restaurants
Other Tourism-
- - - - - 5.08 -
Related Industries
Note: Details may not add up to respective totals due to rounding
Source: BLES-DOLE

INDICATOR Total
14. Cases of Occupational Injuries with
2,426 1,102 1,324
Workdays Lost (2009)
By Major Occupations
Corporate executives, managers, managing
20 3 17
proprietors and supervisors
Professionals 458 22 435
Technicians and associate professionals 249 29 220
Clerks 121 38 84
Service workers and shop and market sales
847 761 86
workers
Craft and related trades workers 63 10 53
Plant and machine operators and assemblers 96 22 74
Laborers and unskilled workers 573 218 355
By Type of Injury
Superficial injuries and open wounds 835 475 360
Fractures 83 31 51
Dislocations, sprains and strains 368 98 270
Traumatic amputations 7 5 2
Concussions and internal injuries 43 18 25
Burns, Corrosions, scalds, and frostbites 501 431 70
Acute poisonings and infections 407 - 407
Foreign body in the eye 82 34 48
Others 101 10 90
By Part of the Body Injured
Head 397 47 350
Neck 12 1 11
Back 120 14 106
Trunk or internal organs 87 8 80
Arm and shoulder 283 156 128
Wrist and hand 925 718 206
Lower extremities 388 154 235
Whole body or multiple sites equality injured 214 5 209
By Cause of injury
Falls of persons 190 113 77

INDICATOR Total
Struck by falling objects 96 41 55
Stepping on, striking against or struck by
527 270 257
objects, excluding falling objects
Caught in or between objects 165 66 98
Over-exertion or strenuous movements 177 32 145
Exposure to or contact with extreme
517 452 65
temperatures
Exposure to or contact with electric current 59 42 17
Exposure to or contact with harmful
81 16 64
substances or radiations
Others 617 71 546
By Agent of Injury
Buildings, structures 131 62 69
Prime movers 20 8 12
Distribution systems 26 7 19
Hand tools 361 294 66
Machines, equipment 504 315 189
Conveying / transport / packaging equipment
242 24 219
or vehicles
Materials, objects 383 183 200
Chemical substances 75 66 9
Human, animals, plants, etc. 478 24 453
Others 207 120 87
15. Cases of Occupational Diseases 13,384 1,289 12,095
Occupational dermatitis 538 79 459
Occupational asthma 677 169 508
Acute poisonings - - -
Heat stroke, cramps, exhaustion 111 39 72
Chilblain, frostbite, freezing 3 3 -
Deafness 101 - 101
Tuberculosis 566 57 508
Other infections 1,952 91 1,860
Cataract 4 - 4
Cardiovascular diseases 104 - 104
Essential hypertension 1,828 52 1,775
Peptic ulcer 1,937 197 1,741
Work-related musculoskeletal disorders
Carpal tunnel syndrome 112 3 110
Shoulder tendinitis 203 4 200
Neck-shoulder pain 626 145 481
Back pain 2,343 424 1,919
Other work-related musculoskeletal
1,572 25 1,547
disorders
Others 709 4 706
Note: Details in items 13-15 may not add up to respective totals due to rounding.
Source of data: Bureau of Labor and Employment Statistics, 2009/2010 BLES Integrated Survey.
Definitions:
Frequency rate – cases of occupational injuries with workdays lost including fatalities per 1,000,000 employee-
hours of exposure.
Incidence rate – cases of occupational injuries with workdays lost per 1,000 workers.
Severity rate – workdays lost of cases of occupational injuries resulting to temporary incapacity per 1,000,000
employee-hours exposure.
Average workdays lost – workdays lost of temporary incapacity cases per occupational injury.
References
References
Brooks, R. (2002). Why is unemployment high in the Philippines?.
International Monetary Fund – Asia and Pacific Department.
Bureau of Labor and Employment Statistics. (2012, September).
2009/2010 Industry Profile: Tourism.
Castillo, P. & Edralin, D.M. (2001). An in-depth study on the hotel and
restaurant industry in the Philippines.
Howell, D. (1994). The skills myth.
Marchante, A.J., Ortega, B. & Pagan, R. (n.d.) An analysis of educational
mismatch and labor mobility in the hospitality industry.
Rehman, H.U. (n.d.) Career in the hotel industry.
Spector, P.E. (1994). Job satisfaction survey.
Thakral, T. (2008). Hotel industry is poised for a new growth phase.
Data for statistical tables and other charts were taken from the following
websites:
http://www.census.gov.ph/
http://www.nscb.gov.ph/stats/statdev/2009/tourism/Chapte
r_Tourism
http://media.wiley.com/product_data/excerpt

Appendices
Appendices
A. List of Schools, Universities and Industry Members That
Contributed to the Study
Luzon
A. Baguio
University of Cordilleras
University of Baguio
Burnham Suites
B. Metro Manila
Anihan Technical School
Punlaan School
Maligaya Institute for Culinary Arts and Residential
Services
Habihan School for Residence and Institution Skills
Management
International Schools for Culinary Arts and Hotel
Management (ISCAHM)
EDSA Shangri-la
C. Pampanga
University of the Assumption
Angeles University Foundation
Holy Angel University
Holiday-Inn Clark
Montevista Villas
Hotel Vida
Oasis Hotel
Savannah Resort Hotel
Visayas
A. Bacolod
Colegio San Agustin – Bacolod

Appendices
La Consolacion College – Bacolod

University of St. La Salle
Nature’s Village Resort
Tamera Plaza Inn
Luxur Place
The Sugarland Hotel
Café Bobs
The Sylvia Manor
Circle Inn – Hotel and Suites
B. Bohol
Cristal E-College
Holy Name University
Alona Palm Beach Resort
Charts Café
Cherry’s Home
El Portal Inn
Metro Centre Hotel
Nisa Travellers Inn
Soledad Suites
Vest Pension House
Wregent Hotel
C. Cebu
Banilad Center for Professional Development
Southwestern University
University of San Carlos
University of San Jose Recoletos
BE Resort
Cebu City Marriott Hotel
Cebu Grand Hotel
Cebu Parklane International Hotel
Cebu White Sands
Costabella Tropical Beach Hotel
Crimson Resort and Spa Mactan

Appendices
Diamond Suites and Residences

Golden Prince Hotel
Imperial Palace Waterpark Resort & Spa
Marco Polo Plaza Hotel Cebu
Maribago Bluewaters
Motebello Villa Hotel
Movenpick Resort and Spa
Radisson Blu Hotel Cebu
Shagri-la’s Mactan Resort and Spa
D. Ilo-ilo
 University of Ilo-ilo
 University of San Agustin
 La Fiesta Hotel
 Moritz Hotel
 Sarabia Manor Hotel and Convention Center
 Westown Hotel
E. Northern Samar
University of Eastern Philippines
Fishville Resort and Restaurant
Mindanao
Zamboanga
• Western Mindanao State University

Editorial Board
Director Maria Criselda R. Sy
Ms. Ruth Rodriguez
Mr. Paul Cabatic
Mr. Jerome Gacula
Ms. Rio Fe Del Valle
Ms. Sharie Anne Atie
Ms. Jasper Joy Bayog
Writer/Researcher
Banilad Center for
Professional Development
Layout Artists
Mr. Michael Maghari
Ms. Joyce Pagalilawan

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Department of Labor and Employment

cor. Muralla & Gen. Luna Sts.

Copyright ©2012 Department of Labor and Employment

This publication was developed by the Bureau of Local Employment in

The provision of Labor Market Information (LMI), through labor

The 2006 National Manpower Summit, 2007 National Human

In this light, the Department developed the Industry Career Guides

Firm in disseminating the information contained in the ICGs, the

As Secretary of Labor and Employment, my hope is for us to maintain

ROSALINDA DIMAPILIS- BALDOZ

ii | Industry Career Guide: Hotel, Restaurant and Tourism

Having underscored the value of quality labor market information, the

The Department is convinced on the importance of the information

iv | Industry Career Guide: Hotel, Restaurant and Tourism

Chapter 2. Views from the Students ..............................................43

Chapter 3. Views from the Industry ..............................................48

Industry Career Guide: Hotel, Restaurant and Tourism | v

H. What common problems are encountered by companies

Chapter 4. Views from the Academe .............................................54

Chapter 5. Prospects in the Industry ............................................58

vi | Industry Career Guide: Hotel, Restaurant and Tourism

Table 15. Reasons for Taking Up Tourism-related courses ..............................44

viii | Industry Career Guide: Hotel, Restaurant and Tourism

Moreover, this guide also contains an extensive discussion of different

This publication is an attempt to get a glimpse not only of the industry

Industry Career Guide: Hotel, Restaurant and Tourism | 1

Thus, the Department of Labor and Employment (DOLE) conducted a

This publication is one of the products of the afore-cited project. It

2 | Industry Career Guide: Hotel, Restaurant and Tourism

it examines the views of the students, members of the academe,

Industry Career Guide: Hotel, Restaurant and Tourism | 3

Chapter 1. The Hotel, Restaurant and

A. Nature of the Industry

There are different types of businesses that offer accommodation in

4 | Industry Career Guide: Hotel, Restaurant and Tourism

They have rooms that vary in size, features and accommodation.

Industry Career Guide: Hotel, Restaurant and Tourism | 5

social gatherings such as birthday parties, wedding receptions, and

According to the May 2011 data from the Department of

Table 1. Registered Establishments in the Hotel and Restaurant Industry

PENSION APAR- TOU-

6 | Industry Career Guide: Hotel, Restaurant and Tourism

Figure 1. Regional Distribution of Establishments as of

As a whole, the Hotel and Restaurant Industry belongs to the broad

and Recreation, Attractions, Events and Conferences, Food and

The Accommodation Sector includes hotels, resorts, pension

The Adventure Tourism and Recreation Sector provide recreational

The Attractions Sector covers historical sites, museums, zoos, parks,

8 | Industry Career Guide: Hotel, Restaurant and Tourism

Events and Conferences Sector includes places and establishments

The Food and Beverage Sector is where restaurants, cafes, fastfood

The Tourism Services Sector involves associations and groups that

In the Transportation Sector belong the different Air, Land and

Industry Career Guide: Hotel, Restaurant and Tourism | 9

section head is tasked with overseeing the functions of entry-

For smaller ones, on the other hand, employees may acquire

The development of big hotel chains can clearly be seen in the

10 | Industry Career Guide: Hotel, Restaurant and Tourism

Figure 2. Organizational Structure: Limited Service Hotel